One constitutional part of project management is the management of teams, their actions, and their social mechanisms. Team processes, behavior, and agile practices used by team members play important parts in the success of projects. To reap benefits from these highly interactive and social-focused practices, team members need to feel safe to speak freely. We propose a model that conceptualizes the effects of psychological safety and (social) agile practices on team performance. The proposed model combines recent research from organizational psychology and agile information systems development to provide a better understanding of the team-level effects. Our findings from three case studies conducted in two large insurance companies and one software development company suggest that social agile practices positively influence psychological safety, transparency, communication, and ultimately productivity.

Although much is known about the concept of technical debt in software development, less is known about its social counterpart, also known as social debt. Social debt refers to future consequences of decisions related to people and their interactions. Omissions in social interactions or reduction of communication can foster social debt-and in turn result in negative outcomes in the long run. In this paper, we explore what factors drive and mitigate social debt in distributed agile software development teams. Utilizing an exploratory case study approach, we derive insights from two case organizations. We present antecedents and mitigating factors of social debt related to communication, collaboration, and coordination.

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The ability of organizations to sense and respond to changes-defined as organizational agilityis considered by senior executives among their top information technology (IT) concerns as an important ability for organizations on their quest toward sustained competitive advantage.However, every transformation toward agility also comes at a cost, requiring resource commitment and IT landscape changes. We present examples of successful and unsuccessful attempts at achieving agility while leveraging IT. Our presented cases focus on information systems development agility, customer agility, and entrepreneurial agility. Our findings suggest that agility is neither achieved easily, nor is a guarantor for success. Depending on the context and implementation of organizational agility, however, it can significantly improve process and product performance. We develop a three-pronged view consisting of a functional, temporal, and ambidextrous view to resolve these challenges. We end with three recommendations for practitioners that seek to shape their organization's journey toward agility.

ZusammenfassungDas Training von Künstliche Intelligenz (KI)-Modellen, die auf maschinellem Lernen (ML) beruhen, erfordert eine große Menge qualitativ hochwertiger Daten. Besonders im Gesundheitswesen mit seinen hochsensiblen Daten und hohen Anforderungen an den Datenschutz besitzen einzelne Akteur:innen oft jedoch nicht ausreichend hochwertige Daten. Datenmarktplätze für KI zielen darauf ab, dieses Problem zu lösen, indem sie Datenanbieter und Datenkonsumenten miteinander verbinden und den Handel von Daten ermöglichen. Allerdings haben sich Datenmarktplätze im Gesundheitswesen, trotz erster technischer Konzepte und einiger Pilotprojekte, bisher noch nicht erfolgreich durchsetzen können. Im Rahmen der vorliegenden Studie wurden daher Interviews mit einer Reihe von relevanten Expert:innen und Akteur:innen durchgeführt, um Potenziale, Herausforderungen und mögliche Strategien zur Bewältigung der Herausforderungen zu identifizieren. Die Ergebnisse der Studie verdeutlichen anhand der drei Dimensionen des Technology-Organization-Environment-Frameworks spezifische Potenziale von Datenmarktplätzen für KI im Gesundheitswesen, aber gleichzeitig auch eine Reihe von Herausforderungen, die es zu adressieren gilt. Die erarbeiteten Bewältigungsstrategien liefern hierbei erste Ansätze zur Beseitigung der identifizierten Herausforderungen, zeigen jedoch auch die Notwendigkeit der weiteren Forschung auf diesem Gebiet auf.