Japan's software factories: a challenge to U.S. management
Japan's software factories: a challenge to U.S. management
Decline and fall of the American programmer
Decline and fall of the American programmer
Software tasks: intellectual or clerical?
Information and Management
India's Software Industry: State Policy, Liberalisation and Industrial Development
India's Software Industry: State Policy, Liberalisation and Industrial Development
Programmers and Managers: The Routinization of Computer Programming in the United States
Programmers and Managers: The Routinization of Computer Programming in the United States
The Mythical Man-Month: Essays on Softw
The Mythical Man-Month: Essays on Softw
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This paper tries to find out whether software work is routinized. Six major hypotheses about routinization of software work were derived from the available literature and verified empirically. Data was collected from two software firms in Bangalore (India) using a semi-structured interview schedule and the participatory observation method. Findings of the study are discussed under six broad categories: chameleonic division of work, team work, symmetric information, level playing field, barrierless career and distributed control. The study did not find support for any of the hypotheses and thus the study rejects the routinization thesis. Some possible reasons for why software work is hard to routinize are also given.