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

Effective Virtual Teams through Communities of Practice

This paper examines the nature of virtual teams and their place in the networked economy. It presents a framework for categorising virtual teams and argues that fundamental changes have taken place in the business environment which force people and organisations to operate in 'two spaces' simultaneously: the physical space and the electronic space. It highlights some of the issues of trust and identity that exist in virtual teams and argues that, due to certain barriers, only a small proportion of these teams reach a satisfactory level of performance. Using the evidence from two recent sets of studies, it highlights some of the barriers to effective virtual team working and demonstrates the critical importance of trust and social bonding to the functioning of such teams. It reports on the use of a 'Community of Practice' in a virtual team and argues that this may provide one mechanism for overcoming some of the barriers. Finally, it argues that many of the problems stem from a lack of understanding of the new geography of the information economy and that, rather than accepting the notion that 'geography no longer matters', continued efforts must be made to understand the relationship between the physical world in which we live and the electronic world of virtual team working.Virtual Teams, Communities of Practice, Globalisation, Teleworking, Electronic Space, Physical Space

The State of Sustainable Research Software: Results from the Workshop on Sustainable Software for Science: Practice and Experiences (WSSSPE5.1)

This article summarizes motivations, organization, and activities of the Workshop on Sustainable Software for Science: Practice and Experiences (WSSSPE5.1) held in Manchester, UK in September 2017. The WSSSPE series promotes sustainable research software by positively impacting principles and best practices, careers, learning, and credit. This article discusses the Code of Conduct, idea papers, position papers, experience papers, demos, and lightning talks presented during the workshop. The main part of the article discusses the speed-blogging groups that formed during the meeting, along with the outputs of those sessions

Diverse virtual social networks: Implications for remote software testing teams

This paper evaluates offshore outsourcing in the IT testing industry and determines what conditions determine its success. There is particular focus on the influence of diversity in teams on group relationships. Two studies are described: the first, investigated the perceptions of professional software testers on the critical factors of offshore outsourcing; and the second study looked at the ability for diverse teams to form close working relationships through virtual networks. We find that overt diversity factors inhibit interaction across nationality boundaries. The limitations of virtual networks for fostering personal communications is apparent in preventing group members from overcoming the initial aversion to mix with out-group members, which could be achieved with closer and more personal communications between members with different diversity factors in normal face to face communications. Where software testing teams are outsourced globaly, and must rely on virtual communications, there seems potential for significant difficulties in developing close working relationships, which on the one hand, can be negative for group cohesion, but one the other hand, can be positive for encouraging imparitality

Electronic Health Records and Support For Primary Care Teamwork

This study examined primary care practices' experiences using electronic health records (EHRs) as they strive to function as teams in patientcentered medical homes (PCMHs). We identify how EHRs facilitate and pose challenges to teamwork and how practices overcame such challenges. We describe solutions and identify opportunities to improve care processes as well as EHR functionalities and policies, to support teamwork

Team to Market (T2M): Creating High Performance Teams in the Digital Age

1. Teams are the essential means of product or service delivery and the fundamental building blocks of modern organisations. An effective team can produce results far outperforming a collection of even the most talented individuals when team members coalesce and jell into a single, well-functioning, fully-aligned organism. This report advances the notion of “Team to Market” (T2M) to help business leaders and knowledge workers understand, create and lead high performance teams in the digital age

Knowledge Creation and Sharing in Organisational Contexts: A Motivation-Based Perspective

This paper develops a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing, and the ways in which different motivational mechanisms interact to foster knowledge sharing and creation in different organisational contexts. The core assumption is that the willingness of organisational members to engage in knowledge sharing can be viewed on a continuum from purely opportunistic behaviour regulated by extrinsic incentives to an apparently altruistic stance fostered by social norms and group identity. The analysis builds on a three-category taxonomy of motivation: adding ‘hedonic’ motivation to the traditional dichotomy of extrinsic and intrinsic motivation. Based on an analysis of empirical case studies in the literature, we argue that the interaction and mix of the three different motivators play a key role in regulating and translating potential into actual behaviour, and they underline the complex dynamics of knowledge sharing and creation in different organisational contexts

Overcoming Challenges to Teamwork in Patient-Centered Medical Homes: A Qualitative Study

There is emerging consensus that enhanced inter-professional teamwork is necessary for the effective and efficient delivery of primary care, but there is less practical information specific to primary care available to guide practices on how to better work as teams. The purpose of this study was to describe how primary care practices have overcome challenges to providing team-based primary care and the implications for care delivery and policy

Primary health care for Aboriginal and Torres Strait Islander children

This final report presents the findings from each of the phases of the Engaging Stakeholders in Identifying Priority Evidence-Practice Gaps and Strategies for Improvement in Primary Health Care (ESP) Project. This report is designed for people working in a range of roles including national and jurisdictional policy makers, managers, community-controlled organisations and government health authorities, peak bodies, clinical leaders, researchers, primary health care staff and continuous quality improvement (CQI) practitioners who may have an interest in the interpretation and use of aggregated CQI data to drive decision making. Stakeholders across services and systems that deliver Aboriginal and Torres Strait Islander primary health care (PHC) engaged in a process to analyse and interpret national continuous quality improvement (CQI) data from 132 health centres. We used a consensus process to identify priority evidence-practice gaps in child health care, based on these data. Stakeholders drew on their knowledge and experience working in Aboriginal and Torres Strait Islander PHC to identify barriers and enablers to addressing the priority evidence- practice gaps, and to suggest strategies to overcome barriers and strengthen enablers to addressing the priority evidence-practice gaps. Important messages emerge from these findings

Knowledge Creation and Sharing in Organisational Contexts: A Motivation-Based Perspective

This paper develops a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing, and the ways in which different motivational mechanisms interact to foster knowledge sharing and creation in different organisational contexts. The core assumption is that the willingness of organisational members to engage in knowledge sharing can be viewed on a continuum from purely opportunistic behaviour regulated by extrinsic incentives to an apparently altruistic stance fostered by social norms and group identity. The analysis builds on a three-category taxonomy of motivation: adding ‘hedonic’ motivation to the traditional dichotomy of extrinsic and intrinsic motivation. Based on an analysis of empirical case studies in the literature, we argue that the interaction and mix of the three different motivators play a key role in regulating and translating potential into actual behaviour, and they underline the complex dynamics of knowledge sharing and creation in different organisational contexts.Knowledge sharing; tacit knowledge; motivation; incentives; organizational learning; human resource practices