The role of knowledge-based resources in Agile Software Development contexts

Ouriques, Raquel; Wnuk, Krzysztof; Gorschek, Tony; Svensson, Richard Berntsson

doi:10.1016/j.jss.2022.111572

Cited by 11 publications

(6 citation statements)

References 60 publications

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“…At the end of each iteration, the team can produce a potentially usable product increment since these prototypes are quickly improved during each iteration. Iterative development implies that products/services emerge spontaneously via trial and adaptation JOEPP 11,2 rather than by adhering to pre-specified long-term objectives, strongly related to the logic of effectuation (Ouriques et al, 2023). The team quickly adjusts its approach to changing needs and improves initial ideas continuously instead of following the predefined approach and ideas.…”

Section: Agile Work Practicesmentioning

confidence: 99%

Agile work practices and team creativity: the mediating role of team efficacy

Uraon,

Bharati,

Sahu

et al. 2023

JOEPP

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PurposeThis study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.Design/methodology/approachThe data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.FindingsThe results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.Practical implicationsThis study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.Originality/valueThere is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.

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Section: Agile Work Practicesmentioning

confidence: 99%

Agile work practices and team creativity: the mediating role of team efficacy

Uraon,

Bharati,

Sahu

et al. 2023

JOEPP

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“…Also, as virtual collaboration platforms have user-friendly interfaces that require minimal technical expertise (Walter-Tscharf, 2022), it was easier for the aged working population to adapt to the technology. With the subscription model, companies do not have to invest in infrastructure, which was not in place or part of the budget during the pandemic [36][37][38][39][40][41][42][43][44][45][46][47][48][49].…”

Section: Theme #1: Subscription To Virtual Collaboration Platformsmentioning

confidence: 99%

“…Rapid adaptation and knowledge acquisition are essential to organizations if they areto stay competitive. Agile approaches like Scrum & Kanban allow firms to quickly absorb new information and adjust their strategies as they emphasize synthesis and interpretation (Ouriques et al, 2023). These agile methods enable information synthesis, pattern recognition, and significant insights and thus allow companies to make informed decisions after understanding the synthesized knowledge (Roy & Sharma, 2023).…”

Section: Theme #1: Subscription To Virtual Collaboration Platformsmentioning

confidence: 99%

Future-proofing ecological knowledge management practices in the workplace: Lessons from the pandemic

Tanpoco,

Cordova

2023

E3S Web Conf.

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The COVID-19 pandemic compelled businesses to adopt effective ecological knowledge management strategies to navigate the ensuing difficulties brought about by changing work setups and mobility restrictions. This study employs a grounded theory approach to explore the emergence of such strategies and their impact on overcoming institutional obstacles in knowledge management. Twenty-two managers with at least five years of eco-managerial experience were interviewed, resulting in the identification of critical practices. These included virtual collaborative tools, electronic knowledge databases, agile knowledge management techniques, communities of practice, training and skill development programs, hybrid working patterns, strategies for knowledge transition and succession, and programs that promote mental health and work-life balance. By adopting virtual collaboration tools and electronic knowledge databases, access to and dissemination of information are expedited and secured, fostering teamwork and institutional success. Agile ecological knowledge management techniques enable businesses to pivot quickly, fortifying their resilience and adaptability during unpredictable periods. The endorsement of ecological and human well-being and work-life balance initiatives increases employee morale and psychological well-being. Knowledge-sharing strategies, such as the formulation of communities of practice, foster professional development and teamwork. Training and ecological upskilling programs equip employees with essential competencies, whereas the hybrid work setup offers adaptability and compensates for fewer interpersonal interactions. Businesses must prioritize these ecological knowledge management strategies to enhance their organizational resilience.

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“…Being central resources and extensively used, disregarding the methodology adopted to guide software development processes, they provide value by condensing practitioners' knowledge in different formats, such as architecture descriptions, requirements specifications, test cases, etc. [3,4]. Software development teams, especially when geographically dispersed, rely on BAs for efficient coordination and knowledge sharing.…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, when a BA do not comply with sufficient level of detail and https://doi.org/10.1016/j.infsof.2023.107170 Received 17 October 2022; Received in revised form 2 February 2023; Accepted 6 February 2023 practitioners neglect the management of such artefacts, stakeholders will not be able to find relevant and updated content. In worst cases, the workload can increase due to redesigning solutions that could be avoided if artefacts were properly managed [4].…”

Section: Introductionmentioning

confidence: 99%