Communication network dynamics in a large organizational hierarchy

Most businesses impose a supervisory hierarchy on employees to facilitate management, decision-making, and collaboration. In contrast, routine inter-employee communication patterns within workplaces tend to emerge more naturally, as a consequence of both supervisory relationships and the needs of the organization. Scholars of organizational management have proposed theories relating organizational trees to communication dynamics and measures of business performance. Separately, network scientists have studied the topological structure of communication patterns in different types of organizations. However, the nature of the relationship between a formal organizational structure and emergent communications between employees remains unclear. In this paper, we study associations between organizational hierarchy and communication dynamics among approximately 200,000 employees of a large software company in May 2019. We propose new measures of communication reciprocity and new shortest-path distances for trees to characterize the frequency of messages passed up, down, and across the organizational hierarchy. By dividing the organization into 88 teams -- organizational trees rooted at the senior leadership level -- we identify distinct communication network structures within and between teams. These structures are related to the function of these teams within the company, including sales, marketing, engineering, and research. We discuss the relationship of routine employee communication patterns to supervisory hierarchies in this company, and empirically evaluate several theories of organizational management and performance

Non-Technical Individual Skills are Weakly Connected to the Maturity of Agile Practices

Context: Existing knowledge in agile software development suggests that individual competency (e.g. skills) is a critical success factor for agile projects. While assuming that technical skills are important for every kind of software development project, many researchers suggest that non-technical individual skills are especially important in agile software development. Objective: In this paper, we investigate whether non-technical individual skills can predict the use of agile practices. Method: Through creating a set of multiple linear regression models using a total of 113 participants from agile teams in six software development organizations from The Netherlands and Brazil, we analyzed the predictive power of non-technical individual skills in relation to agile practices. Results: The results show that there is surprisingly low power in using non-technical individual skills to predict (i.e. explain variance in) the mature use of agile practices in software development. Conclusions: Therefore, we conclude that looking at non-technical individual skills is not the optimal level of analysis when trying to understand, and explain, the mature use of agile practices in the software development context. We argue that it is more important to focus on the non-technical skills as a team-level capacity instead of assuring that all individuals possess such skills when understanding the use of the agile practices.Comment: 18 pages, 1 figur

Virtual Leadership: Required Competencies for Effective Leaders

There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, or social groups. In these communities, face-to-face meetings and close personal interaction have dominated the way leaders interact with their members. However, with the advent of the internet and the host of communication tools that followed, teams today are becoming increasingly dispersed and diverse. Studies are now being done to understand how leadership has or should evolve in order to meet the changing needs and demands of these new and different communities. Some argue that leadership in the virtual environment is simpler as fewer tools are available to virtual leaders. Others may argue that access to fewer tools makes virtual leadership more complex and challenging than traditional leadership. This paper will explore leadership in virtual settings and how it’s changing as more teams move away from traditional team environments. I’ll review the responsibilities and roles of virtual leaders in an effort to better highlight the core competencies needed in today’s virtual settings. I’ll also look at competencies required of global virtual leaders and I’ll address how these competencies can be cultivated to ensure leaders are more effective in leading teams in these new environments

Achieving high performance outcomes through trust in virtual teams

Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members

Correct and Control Complex IoT Systems: Evaluation of a Classification for System Anomalies

In practice there are deficiencies in precise interteam communications about system anomalies to perform troubleshooting and postmortem analysis along different teams operating complex IoT systems. We evaluate the quality in use of an adaptation of IEEE Std. 1044-2009 with the objective to differentiate the handling of fault detection and fault reaction from handling of defect and its options for defect correction. We extended the scope of IEEE Std. 1044-2009 from anomalies related to software only to anomalies related to complex IoT systems. To evaluate the quality in use of our classification a study was conducted at Robert Bosch GmbH. We applied our adaptation to a postmortem analysis of an IoT solution and evaluated the quality in use by conducting interviews with three stakeholders. Our adaptation was effectively applied and interteam communications as well as iterative and inductive learning for product improvement were enhanced. Further training and practice are required.Comment: Submitted to QRS 2020 (IEEE Conference on Software Quality, Reliability and Security

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

Learning more from crossing levels: Investigating agility at three levels of the organization

Scholars have tried to explain how organizations can build agile teams by only looking at one level of analysis. We argue in this short paper that lessons can be learned from organizational science results explaining variance on three different abstraction levels of organizations. We suggest agility needs to be explained from organizational (macro), the team (meso), and individual (micro) levels to provide useful and actionable guidelines to practitioners. We are currently designing such studies and hope that they will eventually result in validated measurements that can be used to prevent companies from investing in the wrong areas when trying to move towards more agility

Autonomous agile teams: Challenges and future directions for research

According to the principles articulated in the agile manifesto, motivated and empowered software developers relying on technical excellence and simple designs, create business value by delivering working software to users at regular short intervals. These principles have spawned many practices. At the core of these practices is the idea of autonomous, self-managing, or self-organizing teams whose members work at a pace that sustains their creativity and productivity. This article summarizes the main challenges faced when implementing autonomous teams and the topics and research questions that future research should address