Scrum teams are at the heart of the Scrum framework. Nevertheless, an integrated and systemic theory that can explain what makes some Scrum teams more effective than others is still missing. To address this gap, we performed a seven-year-long mixed-method investigation composed of two main phases. First, we induced a theoretical model from thirteen exploratory field studies. Our model proposes that the effectiveness of Scrum teams depends on five high-level factors - responsiveness, stakeholder concern, continuous improvement, team autonomy, and management support - and thirteen lower-level factors. In the second phase of our study, we validated our model with a Covariance-Based Structural Equation Modeling (SEM) analysis using data from about 5,000 developers and 2,000 Scrum teams that we gathered with a custom-built survey. Results suggest a very good fit of the empirical data in our theoretical model ( CFI = 0.959, RMSEA = 0.038, SRMR = 0.035). Accordingly, this research allowed us to (1) propose and validate a generalizable theory for effective Scrum teams and (2) formulate clear recommendations for how organizations can better support Scrum teams.

Scrum teams are the most important drivers to lead an Agile project to its success. Nevertheless, a theory, which is able to explain its dynamics is still missing. Therefore, we performed a seven-year-long investigation where we first induced a theoretical model through thirteen field studies. Based on such a model, we developed a customized and validated survey tool and collected data from almost 1.200 Scrum teams. Data have been subsequently analyzed with Covariance-Based Structural Equation Modeling. Results suggest a very good fit of the empirical data in our theoretical model (CF I = 0.952, RM SEA = 0.041, SRM R = 0.037). Accordingly, this research allowed us to (1) propose and validate a theory for effective Scrum teams, (2) formulate clear recommendations for how organizations can better support Scrum teams.

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Further investigation of the DISC-model: results of an internet study among various occupational groups. Further investigation of the DISC-model: results of an internet study among various occupational groups. R. de Bruin, F. van Boxmeer, C. Verwijs & P. Le Blanc, Gedrag & Organisatie, volume 20, September 2007, nr. 3, pp. 238-259 In this crosssectional internet study, the compensation principle of the Demand-Induced Strain Compensation (DISC)-model was subjected to an empirical verification among 390 employees from various economical sectors. The DISC-model assumes a positive causal relationship between work-related stressors and strains on three qualitatively different domains (cognitive, emotional and physical). According to the compensation principle, these causal relationships are moderated by the availability and use of (matching) work-related resources from the same domain. The results of hierarchical multiple regression analyses did not support the compensation principle. Moreover, a large number of cross-domain correlations were found, especially with regard to emotional resources. The results of this study show that more research on the principles of the DISC-model should is needed. Implications of the use of the internet for research on work stress are discussed.