Implementing an agile framework as a rulebook or toolbox?
Different logics in transforming organizational micro-foundations.
Keywords:
Agile software development, large-scale, institutional logics, transformation, organizational routinesAbstract
Transforming into agile ways of working in large organizations can be performed by implementing a pre-defined agile software development framework. However, how the implementation is carried out could be based on different sorts of logic. This paper aims to improve our understanding of agile transformations by viewing software development as an institution and investigates differing institutional logics in two case organizations. The findings display diverse impacts due to differing institutional logics when implementing the Scaled Agile Framework. Findings show that the two identified institutional logics, Agile toolbox logic and Agile rulebook logic, could be used to analyze agile transformations.
References
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Felin, T., Foss, N. J., Heimeriks, K. H., & Madsen, T. L. (2012). Microfoundations of routines and capabilities: Individuals, processes, and structure. Journal of Management Studies, 49(8), 1351-1374.
Laanti, M., & Kettunen, P. (2019, May). SAFe adoptions in Finland: A survey research. In R. Hoda (Ed.), Lecture notes in business information processing: Vol. 364. Agile processes in software engineering and extreme programming – workshops (pp. 81-87). Springer.
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Šmite, D., Moe, N. B., & Ågerfalk, P. J. (Eds.). (2010). Agility across time and space: implementing agile methods in global software projects. Springer.
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure, and process. Oxford University Press.
VersionOne (2020). 14th annual ”State of Agile Development” survey. http://www.versionone.com
Yin, R.K., (2017). Case study research and applications: Design and methods (6th ed.). SAGE Publications.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
Conboy, K., & Carroll, N. (2019). Implementing large-scale agile frameworks: challenges and recommendations. IEEE Software, 36(2), 44-50.
Felin, T., Foss, N. J., Heimeriks, K. H., & Madsen, T. L. (2012). Microfoundations of routines and capabilities: Individuals, processes, and structure. Journal of Management Studies, 49(8), 1351-1374.
Laanti, M., & Kettunen, P. (2019, May). SAFe adoptions in Finland: A survey research. In R. Hoda (Ed.), Lecture notes in business information processing: Vol. 364. Agile processes in software engineering and extreme programming – workshops (pp. 81-87). Springer.
Moe, N. B., Holmström Olsson, H., & Dingsøyr T. (2016). Trends in large-scale agile development: A summary of the 4th workshop at XP2016. In XP '16 Workshops: Scientific Workshop Proceedings of XP2016 (Article 1). ACM.
Salameh, A., & Bass, J. (2020). Heterogeneous tailoring approach using the Spotify model. In Proceedings of EASE 2020: Evaluation and Assessment in Software Engineering (pp. 293–298). ACM.
Scaled Agile Inc. (2020). Scaled Agile Framework 5.0. http://www.scaledagileframework.org
Šmite, D., Moe, N. B., & Ågerfalk, P. J. (Eds.). (2010). Agility across time and space: implementing agile methods in global software projects. Springer.
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure, and process. Oxford University Press.
VersionOne (2020). 14th annual ”State of Agile Development” survey. http://www.versionone.com
Yin, R.K., (2017). Case study research and applications: Design and methods (6th ed.). SAGE Publications.
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Published
2022-08-09
Issue
Section
6.2 Digitalization: Digital Tools and Organizational Transformation
