“Combining qualitative and quantitative methods information systems research: a case study"
Management Information Systems Quarterly
Adaptive software development: a collaborative approach to managing complex systems
Adaptive software development: a collaborative approach to managing complex systems
Agile software development
Agile Software Development with Scrum
Agile Software Development with Scrum
Combining IS Research Methods: Towards a Pluralist Methodology
Information Systems Research
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Agile and Iterative Development: A Manager's Guide
Agile and Iterative Development: A Manager's Guide
Information Systems Research
Agile Project Management: Creating Innovative Products
Agile Project Management: Creating Innovative Products
An Ethnographic Study of XP Practice
Empirical Software Engineering
Toward a conceptual framework of agile methods: a study of agility in different disciplines
Proceedings of the 2004 ACM workshop on Interdisciplinary software engineering research
Extreme Programming Explained: Embrace Change (2nd Edition)
Extreme Programming Explained: Embrace Change (2nd Edition)
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
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
Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series)
Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series)
Journal of Management Information Systems - Special section: The impacts of business process change on organizational performance
Software processes and project performance
Journal of Management Information Systems - Special section: Information technology and its organizational impact
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Theoretical reflections on agile development methodologies
Communications of the ACM - Emergency response information systems: emerging trends and technologies
Field Experiences with eXtreme Programming: Developing an Emergency Response System
Journal of Management Information Systems
Identifying Software Project Risks: An International Delphi Study
Journal of Management Information Systems
Journal of Management Information Systems
An Integrated Performance Model Information Systems Projects
Journal of Management Information Systems
Information and Software Technology
A survey study of critical success factors in agile software projects
Journal of Systems and Software
Empirical studies of agile software development: A systematic review
Information and Software Technology
Understanding Self-Organizing Teams in Agile Software Development
ASWEC '08 Proceedings of the 19th Australian Conference on Software Engineering
Artful making: what managers need to know about how artists work
Artful making: what managers need to know about how artists work
Changing Software Development: Learning to Become Agile
Changing Software Development: Learning to Become Agile
The relationship between organizational culture and the deployment of agile methods
Information and Software Technology
A decade of agile methodologies: Towards explaining agile software development
Journal of Systems and Software
Interpretative case studies on agile team productivity and management
Information and Software Technology
Electronic Commerce Research and Applications
Problem solving representations in systems development
International Journal of Business Information Systems
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As business and technology environments change at an unprecedented rate, software development agility to respond to changing user requirements has become increasingly critical for software development performance. Agile software development approaches, which emphasize sense-and-respond, self-organization, cross-functional teams, and continuous adaptation, have been adopted by an increasing number of organizations to improve their software development agility. However, the agile development literature is largely anecdotal and prescriptive, lacking empirical evidence and theoretical foundation to support the principles and practices of agile development. Little research has empirically examined the software development agility construct in terms of its dimensions, determinants, and effects on software development performance. As a result, there is a lack of understanding about how organizations can effectively implement an agile development approach. Using an integrated research approach that combines quantitative and qualitative data analyses, this research opens the black box of agile development by empirically examining the relationships among two dimensions of software development agility (software team response extensiveness and software team response efficiency), two antecedents that can be controlled (team autonomy and team diversity), and three aspects of software development performance (on-time completion, on-budget completion, and software functionality). Our PLS results of survey responses of 399 software project managers suggest that the relationships among these variables are more complex than what has been perceived by the literature. The results suggest a tradeoff relationship between response extensiveness and response efficiency. These two agility dimensions impact software development performance differently: response efficiency positively affects all of on-time completion, on-budget completion, and software functionality, whereas response extensiveness positively affects only software functionality. The results also suggest that team autonomy has a positive effect on response efficiency and a negative effect on response extensiveness, and that team diversity has a positive effect on response extensiveness. We conducted 10 post hoc case studies to qualitatively cross-validate our PLS results and provide rich, additional insights regarding the complex, dynamic interplays between autonomy, diversity, agility, and performance. The qualitative analysis also provides explanations for both supported and unsupported hypotheses. We discuss these qualitative analysis results and conclude with the theoretical and practical implications of our research findings for agile development approaches.