Let’s Look Outside the Office: Analytical Lens Unpacking Collaborative Relationships in Global Work

Matthiesen, Stina; Bjørn, Pernille

doi:10.1007/978-3-319-33464-6_7

Cited by 9 publications

(15 citation statements)

References 27 publications

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“…Firstly, we experienced that IT developers and testers did their daily SCRUM meeting at the office. Previous research in other IT companies in Bangalore reported that low-level IT developers and testers do not have access to laptops and cannot work from home due to security issues (Matthiesen and Bjørn 2016). Also, in our case study, the IT developers did not have access to homework stations and laptops on a regular basis.…”

Section: Translocality In Globally Distributed Workmentioning

confidence: 72%

“…While such stories are not unique to India, it is important to notice that the increased pressure in work introduced by agile in the global outsourcing set-up risks pushing more female IT developers out of the workplace, since the flexibility required for making work and family life co-exist is reduced. In another study of global software development in Bangalore, it was found that in particular female low-level developers and testers often live together in women's hostels close to the work place during the week and then 'migrate' back to their families during the weekend (Matthiesen and Bjørn 2016). While we were not able to explore housing conditions in our case study, it is evident that any IT developer, who lives far away from the office and works under global agile outsourcing conditions is required to stay back in the office on late evenings.…”

Section: Discussionmentioning

confidence: 99%

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Translocality in Global Software Development: the Dark Side of Global Agile

Bjørn

Søderberg

Krishna

2017

Human–Computer Interaction

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What happens when agile methods are introduced in global outsourcing set-ups? Agile methods are designed to empower IT developers in decision-making through selfmanaging collocated teams. We studied how agile methods were introduced into global outsourcing from the Indian IT vendor´s perspective. We explored how agile processes in global outsourcing impacts work conditions of the Indian IT developers, and were surprised to find that agile methodologies, even after three years of implementation, created a stressful and inflexible work environment negatively impacting their personal lives. Many of the negative aspects of work, which agile methodologies were developed to reduce, were evident in the global agile outsourcing set-up.

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Section: Translocality In Globally Distributed Workmentioning

confidence: 72%

Section: Discussionmentioning

confidence: 99%

Translocality in Global Software Development: the Dark Side of Global Agile

Bjørn

Søderberg

Krishna

2017

Human–Computer Interaction

Self Cite

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“…When two or more people interact collocated, they automatically share a physical context providing rich cues such as facial expressions etc., which supports the conversation BJØRN, 2016;RANGANATHAN et al, 2002). A shared context can emerge, when team members share common professional language and vocabulary relevant for their work processes, work cultures, and use of digital tools potentially reducing the risk of conflicts MORTENSEN, 2005).…”

Section: Shared Context and Risk Of Faultlinesmentioning

confidence: 97%

How a geographically distributed software team managed to negotiate successfully using chat technology

Tenório

Bjørn

2019

R. Tecnol. Soc.

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“…However, I am arguing that "being a software developer involved in global outsourcing" means different things depending on where you physically are located in the world. Software developers at low-level positions working in Bangalore, India, have different conditions for work than software developers working in Ballerup, Denmark [9]. This means that they will experience the implementation of global agile in different ways.…”

Section: Cost Of Productivitymentioning

confidence: 99%

Dark Agile: Perceiving People As Assets, Not Humans

Bjørn

2019

Rethinking Productivity in Software Engineering

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Revisiting the Agile ManifestoThe agile principles for software engineering were developed as a reaction against structuring software engineering processes in strict stepwise and sequential ways. The idea that it was possible to create a clearly predefined scope prior to the actual software engineering activities was questioned-and the agile methodology was an attempt to rephrase the basic nature of software engineering. The agile understanding of software engineering is that the fundamental nature of software means that we cannot predetermine scope, goals, and objectives up front. Instead, goals, scope, and objectives are transformed throughout the software development process. This setup requires participants (developers and clients) to balance and negotiate resources and priorities, and this is what drives agile development. Agile development is not one thing but can instead be seen as a set of principles that guide the organization of work and can be implemented in different ways. The main principles provided by the agile manifesto (http://agilemanifesto.org) are as follows:• Individuals and interaction over processes and tools • Working software over comprehensive documentation

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Let’s Look Outside the Office: Analytical Lens Unpacking Collaborative Relationships in Global Work

Cited by 9 publications

References 27 publications

Translocality in Global Software Development: the Dark Side of Global Agile

Translocality in Global Software Development: the Dark Side of Global Agile

How a geographically distributed software team managed to negotiate successfully using chat technology

Dark Agile: Perceiving People As Assets, Not Humans

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