A field study of the software design process for large systems
Communications of the ACM
The psychology of computer programming
The psychology of computer programming
Toward a theory of computer program bugs: an empirical test
International Journal of Man-Machine Studies
Measuring software design quality
Measuring software design quality
Designing software for producibility
Journal of Systems and Software
Managing I/S design teams: a control theories perspective
Management Science
Inside a software design team: knowledge acquisition, sharing, and integration
Communications of the ACM
Withdrawal of team autonomy during concurrent engineering
Management Science
The case for collaborative programming
Communications of the ACM
Extreme programming explained: embrace change
Extreme programming explained: embrace change
Agile software development
A Discipline for Software Engineering
A Discipline for Software Engineering
Software Engineering Economics
Software Engineering Economics
Agile Software Development with Scrum
Agile Software Development with Scrum
Test Driven Development: By Example
Test Driven Development: By Example
Editorial: Risks to Software Quality
Software Quality Control
Software Risk Management: Principles and Practices
IEEE Software
Web-Based Agile Software Development
IEEE Software
The Scrum Software Development Process for Small Teams
IEEE Software
Agile and Iterative Development: A Manager's Guide
Agile and Iterative Development: A Manager's Guide
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
The Structural Complexity of Software: An Experimental Test
IEEE Transactions on Software Engineering
Customising agile methods to software practices at Intel Shannon
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
Requirements change: Fears dictate the must haves; desires the won't haves
Journal of Systems and Software
The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development
Journal of Management Information Systems
Journal of Management Information Systems
IEEE Transactions on Software Engineering
Information Systems Research
Aligning software processes with strategy
MIS Quarterly
Coevolving Systems and the Organization of Agile Software Development
Information Systems Research
Coproduction in successful software development projects
Information and Software Technology
Software development team flexibility antecedents
Journal of Systems and Software
Journal of Management Information Systems
User Acceptance of Agile Information Systems: A Model and Empirical Test
Journal of Management Information Systems
Coordination in co-located agile software development projects
Journal of Systems and Software
The role of informal control in PMO lite environments
Proceedings of the 50th annual conference on Computers and People Research
Agile distributed software development: enacting control through media and context
Information Systems Journal
Performance measurement systems and environmental uncertainty effect on profitability
International Journal of Business Information Systems
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
Supporting Agile Organizations with a Decision Guidance Query Language
Journal of Management Information Systems
Exploring the interaction effects of social capital
Information and Management
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In this paper, we draw on control theory to understand the conditions under which the use of agile practices is most effective in improving software project quality. Although agile development methodologies offer the potential of improving software development outcomes, limited research has examined how project managers can structure the software development environment to maximize the benefits of agile methodology use during a project. As a result, project managers have little guidance on how to manage teams who are using agile methodologies. Arguing that the most effective control modes are those that provide teams with autonomy in determining the methods for achieving project objectives, we propose hypotheses related to the interaction between control modes, agile methodology use, and requirements change. We test the model in a field study of 862 software developers in 110 teams. The model explains substantial variance in four objective measures of project quality---bug severity, component complexity, coordinative complexity, and dynamic complexity. Results largely support our hypotheses, highlighting the interplay between project control, agile methodology use, and requirements change. The findings contribute to extant literature by integrating control theory into the growing literature on agile methodology use and by identifying specific contingencies affecting the efficacy of different control modes. We discuss the theoretical and practical implications of our results.