Soft systems methodology in action
Soft systems methodology in action
Peopleware (2nd ed.): productive projects and teams
Peopleware (2nd ed.): productive projects and teams
Designing Complex Organizations
Designing Complex Organizations
Improvisation in Small Software Organizations
IEEE Software
New directions on agile methods: a comparative analysis
Proceedings of the 25th International Conference on Software Engineering
Agile and Iterative Development: A Manager's Guide
Agile and Iterative Development: A Manager's Guide
Leading on demand businesses—Executives as architects
IBM Systems Journal
Agile Estimating and Planning
Enterprise agility and the enabling role of information technology
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
Information system development agility as organizational learning
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
IEEE Software
Lean principles in IT services: a case study on implementation and best practices
International Journal of Business Information Systems
Continuous database engineering
International Journal of Business Information Systems
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Small software firms are vulnerable to environmental uncertainty. While agile methods and other technologies offer suggestions to this challenge, we know little about how these firms combine project and firm level capabilities to effectively respond to changes. On this backdrop, we examine a small Danish software firm, TeachTech Inc., through the lens of Haeckel's sense-and-respond approach. Our analysis suggests that: the firm has appropriate sense-and-respond cycles, but improving process modularity and human resource flexibility, could increase its ability to respond faster and more effectively; the firm focuses on specific business goals, but these are not clearly explicated and expressed as empowering governing values enabling a quick and coordinated response; complex and demanding challenges are related to dynamically reassigning commitments and the supporting mechanisms are insufficient; a modularised product portfolio leverage some of the impeding restrictions. The article concludes with a discussion of the implications of these findings for theory and practice.