Suchergebnisse

PurposeSoftware process tailoring (SPT) plays a critical role in contemporary software development. Because SPT determines how a software project proceeds, its effectiveness should be investigated. Specifically, SPT is a collaborative yet highly conflictual process, and the existing literature has paid little or no attention to how team members coordinate and to how power distance (PD) influences coordination under this conflictual situation for the purpose of fostering SPT effectiveness.Design/methodology/approachA propositional research method is utilized by reviewing the extant literature regarding SPT, team coordination and PD. Accordingly, several propositions are developed to theorize the contributive and moderating effects of team coordinative capabilities and PD on SPT effectiveness.FindingsThis study advances the understanding of the underlying mechanisms of the four distinct coordination capabilities in performing SPT, which will help software firms comprehend the moderating effects of PD on the relationships among coordinative capabilities and SPT effectiveness.Originality/valueThis study extends coordination theory and reveals four coordination capabilities that nurture SPT effectiveness. Moreover, this study demonstrates how power plays a role in the coordination of a team through the collaborative yet divergent SPT decision process to yield an integrative tailoring solution. In particular, we take a fresh viewpoint of PD considering the member-member relationship in exploring its moderating effects in the SPT context.

PurposeThe current study examines the effects of leader humor on the creativity of employees by focusing on the mediating role of relational energy and the moderating role of traditionality.Design/methodology/approachThis study used three-wave data from 302 employee–supervisor dyads and tested the hypotheses using hierarchical regression and bootstrapping.FindingsThe results indicated that leader humor was positively associated with employee creativity, relational energy mediated this influence. Besides, traditionality not only moderated the relationship between leader humor and relational energy but also attenuated the indirect relationship between leader humor and employee creativity through relational energy.Practical implicationsLeadership training programs can be used to assist leaders in improving their humorous skills. In addition, supervisors should implement humorous behaviors according to the different levels of traditionality of employees.Originality/valueIntegrating conservation of resource theory, this study provides solid evidence that the extent to which relational energy mediates the relationship between leader humor and employee creativity depends on traditionality. It provides a new direction for leader humor.

PurposeSoftware process tailoring (SPT) is a knowledge- and learning-intensive activity in which a software project team customizes its software development processes to accommodate project particularities. Because SPT critically influences how a project is conducted, SPT performance should be investigated, but the extant literature lacks investigations into how team knowledge mechanisms and team environments contribute to SPT performance. To fill this gap, this study looks into a team's absorptive capacity (AC) and combines a transactive memory system (TMS) and team climate inventory (TCI) to develop a theoretical research model to facilitate the understanding of SPT performance.Design/methodology/approachThis paper is a conceptual study that uses the propositional methodology with a focused review of existing literature pertaining to SPT, AC, TMS and TCI to develop a theoretical model to foster SPT performance. Because this study is conceptually established, further empirical research and studies are also suggested.FindingsThe proposed model provides guidance for firms conducting SPT. It also contributes to future research aiming to empirically understand the mechanisms behind the identified team-based knowledge and environmental enablers in the dynamic team learning process that lead to superior SPT performance.Originality/valueThe proposed model provides a fresh look at the dynamic capabilities theory in SPT and innovatively identifies a team's dynamic learning process to show how a team can conduct effective SPT through AC and facilitated by TMS. Environmental climates characterized by vision, participative safety, task orientation and support for innovation act as positive moderators in promoting the team dynamic learning process.

AbstractThis article considers an M/M/1 online retailing queueing model with strategic customers and a monopoly retailer. Customers arrive according to a Poisson process, and upon arrival, they decide whether to purchase the product based on a reward‐cost structure. The valuation of the product is determined by its matching probability with the demand. After receiving the purchased product, each customer enters a "virtual" orbit to update the information about the product and then makes her decision on whether to replace or return the product based on the product's assessed value. Accordingly, a two‐dimensional decision among customers is formulated and we investigate the equilibrium customer strategies and the optimal pricing strategy for the retailer. Interestingly, in equilibrium, we find that the system's throughput can be nonmonotone in the product's matching probability. In addition, under the equilibrium strategy of customers, we reveal the fact that the retailer's optimal price is not necessarily increasing in the matching probability. From the perspective of the social planner, the returning behavior can worsen the social welfare, and therefore those unsatisfied customers are encouraged to replace the product rather than to return it. Finally, some numerical experiments are conducted to verify our results and to examine the sensitivity of several key performance measures of the system.

Purpose
Agile software development (ASD) has emerged as an active research area due to its enormous growth in popularity. The innovative differences between ASD and traditional development include the use of fundamentally different procedures, organizational structures and people, yet organizations still attempt to embrace ASD. Apparently, the underlying factors arousing organizations' intent to adopt ASD are not well known and have not been well explained in the extant literature. The purpose of this paper is to fill this gap for which the authors propose a conceptual framework based on the business process management (BPM) perspective to identify the environmental stimuli that affect an organization's ASD adoption.


Design/methodology/approach
Proposition for a methodology approach is used to construct a theoretical framework based on existing literature and theories in BPM.


Findings
The framework recognizes external and internal environmental stimuli, including institutional isomorphic forces and interior enablers, such as top management championship, the culture type and resource readiness, which affect organizational ASD adoption decisions.


Originality/value
This paper consolidates both the internal and external environmental aspects of the stimuli that lead to ASD adoption and offers insight into creating a suitable context for ASD adoption.