Exploring Agility in Distributed Information Systems Development Teams: An Interpretive Study in an Offshoring Context.

Author List: Sarker, Saonee; Sarker, Suprateek;
Information Systems Research, 2009, Volume 20, Issue 3, Page 440-461.
Agility is increasingly being seen as an essential element underlying the effectiveness of globally distributed information systems development (ISD) teams today However, for a variety of reasons, such teams are often unable develop and enact agility in dealing with changing situations. This paper seeks to provide a deeper understanding of agility through an intensive study of the distributed ISD experience in TECHCOM, an organization widely recognized for its excellence in IT development and use. The study reveals that agility should be viewed as a multifaceted concept having three dimensions: resource, process, and linkage. Resource agility is based on the distributed development team's access to necessary human and technological resources. Process agility pertains to the agility that originates in the team's systems development method guiding the project, its environmental scanning, and sense-making routines to anticipate possible crises, and its work practices enabling collaboration across time zones. Linkage agility arises from the nature of interactional relationships within the distributed team and with relevant project stakeholders, and is composed of cultural and communicative elements. The paper highlights some of the difficulties in developing agility in distributed ISD settings, provides actionable tactics, and suggests contingencies wherein different facets of agility may become more (or less) critical.
Keywords: agility; case study; distributed information systems development; global software development; insourcing; interpretive study; offshoring; virtual teamwork
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#197 0.172 agility capital substitution non-it enablers significant inhibitors link dynamism does agile labor executives enabling dual adaptive contrast substitute practices literature
#135 0.144 project projects development management isd results process team developed managers teams software stakeholders successful complex develop contingencies problems greater planning
#82 0.106 case study studies paper use research analysis interpretive identify qualitative approach understanding critical development managerial elements exploring points positivist presents
#77 0.098 information systems paper use design case important used context provide presented authors concepts order number various underlying implementation framework nature
#87 0.087 team teams virtual members communication distributed performance global role task cognition develop technology involved time individual's affects project geographically individuals
#71 0.083 distributed agents agent intelligent environments environment smart computational environmental scheduling human rule using does embodied provide trends computer-aided heterogeneous inventory
#159 0.066 systems information objectives organization organizational development variety needs need efforts technical organizations developing suggest given effective designing lack help recent
#180 0.065 multiple elements process environments complex integrated interdependencies design different developing integration order approach dialogue framework capabilities settings building focus distinct