This special issue aims to present research on the autonomy of teams in companies in digital transformation. Especially in focus are key factors challenging the autonomy, and attempts at coping with such challenges. Team autonomy has a range of implications and is challenged by a number of factors, such as knowledge complexity and decision-making, learning, large-scale problems, environmental turbulence, management and leadership challenges, product and technical interdependencies, the use of platforms, virtual collaboration, and diversity. Early studies of agile development used the term ‘agile adoption’ to coin the uptake of agile methods by an organisation (Dybå et al. 2008), focusing uptake at team level, while later studies use ‘agile adoption’ about the uptake of agile methods in the whole organization. Thus, there is a need for new knowledge on how companies scale the concept of autonomous teams beyond their design or development teams, how non-tech companies can adopt the knowledge from software development teams and how new technology can support such teams in order to attain better performance, productivity, innovation and value creation.
Nils Brede Moe, PhD, Research Manager, SINTEF Group
Johan Elvemo Ravn, PhD, Professor, Nord University (main contact)
Eva A. Seim, PhD, Senior Research Scientist, Læringsliv
Viktoria Stray, PhD, Assoc. Professor, University of Oslo
Submission page: https://www.springer.com/computer/ai/journal/146