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Research on agile software development (ASD) has so far primarily focused on processes and tools. Recently, researchers have started to investigate the social dimensions of ASD. The authors contribute to this and examine the largely invisible psychological factor of age stereotypes as one important social dimension of ASD. Driven by demographic change, employees of different age groups will need to work closely together in ASD in the future. However, age stereotypes can hinder many aspects of communication, cooperation and coordination in these self-managed teams. The purpose of this paper is to identify and differentiate age stereotypes in ASD.

A quantitative survey at the individual level was conducted with 464 employees in two software development companies. The authors developed an age stereotype model for ASD and developed two scales to measure performance expectations (PEs) in ASD.

Employees in ASD show a bias in general PEs, favoring middle-aged employees over both younger and older employees. The perceived PE of a developer decreases over working life. Furthermore, the data show a complex interplay of age and job role in both the research participants and the group evaluated. Younger developers hold the strongest negative age stereotypes and older developers suffer most from stereotypes.

Management should enact formal or informal measures against stereotypes when an older or younger employee joins a team of members of other age groups, or when a new team is formed. In addition, the authors propose human resources to create permeable career paths.

The study extends the stereotype content model by adding additional age groups and including job role as a moderating variable. It identifies obstacles in daily employee interactions in agile development, and proposes ways of incorporating invisible psychological aspects in ASD-specific theories.

The purpose of this paper is to determine the factors influencing managers’ decision to adopt cloud computing in the UK using the “Technology-Organisation-Environment” (TOE) framework.

Data were collected through a self-created questionnaire based survey that was completed by 257 mid-to-senior level decision-making business and information technology (IT) professionals from a range of UK end-user organisations. The derived hypotheses were tested using various data analysis techniques including principal component analysis and logistic regression.

The results show that four out of the eight factors examined have a significant influence on the adoption decision of cloud computing services in the UK. Those key factors include competitive pressure, complexity, technology readiness and trading partner pressure. The latter predictor; trading partner pressure, was the most significant factor for the adoption decision of cloud services reflecting organisations’ concerns on legal regulations, co-creation and customisation, service linkage and vendor locking which adds complexity to the process of selecting an appropriate vendor.

This research found trading partners (cloud service providers) significantly influence managers’ decisions to adopt cloud services, however, further research is required to fully understand all the aspects involved especially with the growing number of vendors available. Although over 250 usable responses to the questionnaire were received and analysed, there was not a sufficient quantity of responses from each industry sector or organisation size to conduct further analysis.

The findings reveal the important role of cloud computing service providers to enable end-users to better evaluate the use of cloud computing. It also reveals that top management support is no longer a driver as organisations are starting to adopt cloud computing services on the basis of cheaper and more agile IT resources in order to support business growth.

This research provides original insight for cloud computing adoption within the UK from a managerial perspective.

The purpose of this paper is to discuss the latest information on cloud computing in a library context.

The paper adopts an investigative approach including literature review and vendor‐provided information.

Cloud computing is both a trend and technology to deliver software and hardware as a service, not as a product. It involves a centralized data center, virtual server space, and secure transfer of data over the internet. The alleged advantages of cloud computing include low cost to own (CTO), agile updates, openness, zero initial investment, just to name a few. Lately library system vendors have begun to deliver cloud computing options. For instance, Ex Libris will release Alma in early 2012. It is an Integrated Library System with a discovery layer based on cloud computing. Amazon (Elastic Compute Cloud called Amazon EC2) and other vendors also offer virtual servers for cloud computing and charge customers by hours, usage, and capacity. If this trend continues for the next several years, it is just a matter of time before librarians will face the decision as to whether they should move into compute cloud.

The paper discusses this new trend, focusing on the pros and cons of moving into cloud computing for libraries.

The purpose of this study was to develop a 40-criteria agility assessment model and explore its practical feasibility in an industrial scenario.

Agile manufacturing (AM) principles enable organizations to understand customer needs and incorporate the necessary changes in product- and processes-oriented approaches. In this research study, a 40-criteria agility assessment model was developed. The agility assessment model was subjected to investigation in an Indian relays manufacturing organization.

The research study indicates that the organization is agile. Besides computing agility level, the gaps across agile criteria have been identified and actions for agility improvement were subjected to implementation in the case organization.

The 40-criteria agility assessment model was subjected to investigation in a single manufacturing organization. In future, more number of studies could be conducted.

To acquire agile characteristics, modern organizations should assess the agility level at which they operate. In this context, the agility assessment model was developed.

The agility assessment tool presented in this paper consists of 40 agile criteria, which are well supported by the research findings reported in literature. Hence, the developed 40-criteria agile model is original and novel.

The purpose of this paper is to propose a model to map the on-premise computing system of the university with cloud computing for achieving an effective and reliable university e-governance (e-gov) system.

The proposed model incorporates the university’s internal e-gov system with cloud computing in order to achieve better reliability, accessibility and availability of e-gov services while keeping the recurring expenditure low. This model has been implemented (and tested on a university e-gov system) in the University of Kashmir (UOK); case study of this implementation has been chosen as the research methodology to discuss and demonstrate the proposed model.

According to the results based on practical implementation, the proposed model is ideal for e-governed systems as it provided adequate cost savings and high availability (HA) with operational ease, apart from continuing to have the necessary security in place to maintain confidential information such as student details, grades, etc.

The implication of this study is to achieve HA and to reduce the cost from using external clouds, mapping internal IT servers of the university with the external cloud computing services.

Because no established mapping model for universities has been provided for effective, low-cost, highly available university e-gov system, the proposed mapping model through this paper closes this gap and provides guidelines to implement a hybrid-mapped e-gov model for universities while keeping the recurring expenditure on cloud computing minimal. The paper provides the perceptions of its adoption at UOK for achieving high reliability, accessibility and uptime of its e-gov applications while keeping the recurring expenditure on cloud computing minimal.

The purpose of this paper is to use translation theory to develop a framework (called FTRA) that explains how companies adopt agile methods in a discourse of fragmentation and articulation.

A qualitative multiple case study of six firms using the Scrum agile methodology. Data were collected using mixed methods and analyzed using three progressive coding cycles and analytic induction.

In practice, people translate agile methods for local settings by choosing fragments of the method and continuously re-articulating them according to the exact needs of the time and place. The authors coded the fragments as technological rules that share relationships within a framework spanning two dimensions: static-dynamic and actor-artifact.

For consistency, the six cases intentionally represent one instance of agile methodology (Scrum). This limits the confidence that the framework is suitable for other kinds of methodologies.

The FTRA framework and the technological rules are promising for use in practice as a prescriptive or even normative frame for governing methodology adaptation.

Framing agile adaption with translation theory surfaces how the discourse between translocal (global) and local practice yields the social construction of agile methods. This result contrasts the more functionalist engineering perspective and privileges changeability over performance.

The use of translation theory and the FTRA framework to explain how agile adaptation (in particular Scrum) emerges continuously in a process where method fragments are articulated and re-articulated to momentarily suit the local setting. Complete agility that rapidly and elegantly changes its own environment must, as a concomitant, rapidly and elegantly change itself. This understanding also elaborates translation theory by explaining how the articulation and re-articulation of ideas embody the means by which ideas travel in practice.

Process-oriented organizations are compelled to be innovative and continuously implement changes to meet customer requirements and gain a competitive advantage in accordance with the business process management approach. In the digital age, organizations develop business process support systems using agile methods and introduce adaptation skills in order to support their core business. Seamlessly integrating both practices into a coherent and practically applicable solution supporting multi-scenario processes infallibly remains a challenge. The paper aims to discuss these issues.

The workshops identifying the key issues in an international capital group that consolidates facility management companies, as well as a related research review, have fueled a two-cycled Canonical Action Research (CAR) study.

The paper extends the current understanding of IT-enabled agility, proposing an adaptively improved infrastructure with a catalog of digital options that facilitates the composition of multi-scenario business processes.

The CAR was limited to the members of management board and the managers constituting the focus groups. The agile business process management (ABPM) model proposed focuses on adding novel functionalities/building new processes, leaving functionality lifecycle out-of-scope. ABPM empirical validation is limited to a single business/technical case.

Real-life solution for supporting dynamic business processes was delivered, as rigid IT solutions do not support quick assembly of customized business processes with abundant number of scenarios. The infrastructure enables composition of customer-tailored services based on re-usable digital options directory as well as enhances business process discrepancies/software bugs detection, reducing the cost of maintaining IT infrastructure for entire customer portfolio. A number of issues resulting from building IT solutions within a series of isolated projects with no coherent overall development strategy are mitigated.

The ABPM acts as a reference model for focusing on developing critical functionalities and limiting resources consumed by redundant features.

The purpose of this paper is to investigate the influence of decision-makers’ (DM) risk bearing attitudes and the effect of the decision-making environment on estimating the overall degree of agility of an organization. The present study explores an extended agility model in a specific organization's hierarchy and reflects how decision-making attitudes alter an organizational agility scenario.

The concept of fuzzy logic has been explored in this paper. Based on DMs’ linguistic judgments, a fuzzy appropriateness rating as well as fuzzy priority weights have been determined for different levels of agile system hierarchy. Using a multi-grade fuzzy approach the overall agility index has been determined. The concept of fuzzy numbers ranking has been explored to show the effect of decision-making attitudes on agility estimations.

Decision-making attributes, e.g. the category of DM (neutral, risk-averse and risk-taking), affect the quantitative evaluation of the overall agility degree, which is correlated with a predefined agility measurement scale.

This study explores a triangular fuzzy membership function to express DMs’ linguistic judgments as fuzzy representations. Apart from triangular fuzzy numbers, trapezoidal and Gaussian fuzzy numbers may also be used for agility evaluation. The model may be used in other agile industries for benchmarking and selection of the best approach.

Selecting the right decision-making group to compute and analyze the agility level for a particular organization is an important managerial decision. In the case of benchmarking of various agile enterprises the decision-making group bearing the same attitude should be utilized.

Agile system modeling and development of agility appraisement platforms have been attempted by previous researchers while the influence of DMs’ risk bearing attitudes, and the effect of the decision-making environment on estimating the overall degree of agility, have rarely been studied. In this context, the authors explore an exhaustive agility model for implementing in a case study and reveal how decision-making attitudes alter organizational agility scenarios.