Designing for creativity: considerations for DSS development
Information and Management
Extreme programming explained: embrace change
Extreme programming explained: embrace change
Agile software development
Agile Software Development with Scrum
Agile Software Development with Scrum
Testing Extreme Programming
Challenges of migrating to agile methodologies
Communications of the ACM - Adaptive complex enterprises
Extreme Programming Explained: Embrace Change (2nd Edition)
Extreme Programming Explained: Embrace Change (2nd Edition)
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
Value Capture and Value Networks in Open Source Vendor Strategies
HICSS '07 Proceedings of the 40th Annual Hawaii International Conference on System Sciences
Empirical studies of agile software development: A systematic review
Information and Software Technology
Information Systems Research
Coevolving Systems and the Organization of Agile Software Development
Information Systems Research
ACM Transactions on Software Engineering and Methodology (TOSEM)
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Context: A particular strength of agile systems development approaches is that they encourage a move away from 'introverted' development, involving the customer in all areas of development, leading to more innovative and hence more valuable information system. However, a move toward open innovation requires a focus that goes beyond a single customer representative, involving a broader range of stakeholders, both inside and outside the organisation in a continuous, systematic way. Objective: This paper provides an in-depth discussion of the applicability and implications of open innovation in an agile environment. Method: We draw on two illustrative cases from industry. Results: We highlight some distinct problems that arose when two project teams tried to combine agile and open innovation principles. For example, openness is often compromised by a perceived competitive element and lack of transparency between business units. In addition, minimal documentation often reduce effective knowledge transfer while the use of short iterations, stand-up meetings and presence of on-site customer reduce the amount of time for sharing ideas outside the team. Conclusion: A clear understanding of the inter- and intra-organisational applicability and implications of open innovation in agile systems development is required to address key challenges for research and practice.