Agile software development projects still show a high failure rate. Despite a growing amount of research, underlying reasons for project performance currently remain rare. Drawing on the job demandsresources theory, we propose a theoretical model of work engagement in agile software development teams. Using structural equation modeling, we found that agile practices diminish job demands (perceived workload and role ambiguity) and support job resources (perceived meaningfulness and job autonomy). Job resources have been found to be positively related to work engagement in agile software development teams. Our research contributes to the limited empirical understanding on work engagement in agile software development. For practitioners, our model provides tools to effectively manage team members' work engagement.

Agile information systems development (ISD) has become a popular way to manage IT projects. One of the key claims of agile ISD is to increase employees' work outcomes, such as job satisfaction. However, the research landscape is heterogenous and lacks of a comprehensive overview. In this research, we set out to analyze and synthesize the current state of research on agile ISD and work outcomes by a systematic literature review. Overall, we found a trend of a positive relationship of agile ISD on work outcomes, although there is a variety of constructs that influence this relationship. We propose four directions for future research: perceptions of work, extended quantitative findings, multi-level effects and IT project success.

Agile information systems development (ISD) strives for a high amount of interaction between the agile team and stakeholders to ensure that high quality software within commonly defined project goals is produced. The literature has acknowledged that agile ISD significantly changes the work of team members. How do agile practices affect the work of stakeholders? Unfortunately, little theory exists to answer this question. This paper addresses this gap by investigating the effect of agile practices on stakeholders' job satisfaction. Adopting a mixedmethods approach, we use a review of the literature with an exploratory case study to develop the theoretical model, which was evaluated with a survey among stakeholders in agile ISD projects. We contribute to agile ISD literature by providing empirical evidence on stakeholders' job satisfaction and highlight the relevance of interaction and collaboration between team members and stakeholders in agile ISD projects.

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