When global process fails: A grounded theory study of a case from agile engagement to compulsive outsourcing - E-Government, E-Services and Global Processes Access content directly
Conference Papers Year : 2010

When global process fails: A grounded theory study of a case from agile engagement to compulsive outsourcing

Abstract

In a Scandinavian company developing a healthcare information system (IS) at three Scandinavian sites they succeeded in taking agile processes into use across the three sites. After a fourth development site in India was added the use of agile development processes gradually came to an end and plan-driven processes took over. In this paper we report from a month-long study where our analysis of the case shows that the cause for giving up agile was three-fold: (1) The cultural distance between India and Scandinavia was too great. (2) There were telling differences in competence and (3) the presence of knowledge asymmetry. From this analysis we develop a grounded theory explaining the necessary preconditions for succeeding with a global process for agile IS development.
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hal-01054637 , version 1 (07-08-2014)

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Jan Pries-Heje, Magnus Hansen, Sofia Bergbäck Knudsen. When global process fails: A grounded theory study of a case from agile engagement to compulsive outsourcing. Joint IFIP TC 8 and TC 6 International Conferences on E-Government, E-Services and Global Processes (EGES) / Global Information Systems Processes (GISP), / Held as Part of World Computer Congress (WCC), Sep 2010, Brisbane, Australia. pp.245-258, ⟨10.1007/978-3-642-15346-4_20⟩. ⟨hal-01054637⟩
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