New Factors Affecting Productivity of the Software Factory

Productivity is very important because it allows organizations to achieve greater efficiency and effectiveness in their activities; however, it is affected by numerous factors. While these factors have been identified for over two decades, all of the previous works limited the software factory to the programming work unit and did not analyze other work units that are also relevant. 90% of a software factory's effort is absorbed by the software production component, 85% of which is concentrated in the efforts of the analysis and design, programming, and testing work units. The present work identifies three new factors that influence the software factory, demonstrating that the use of rules and events influences analysis & design, team heterogeneity negatively affects analysis and design and positively affects programming; and the osmotic communication affects programming. An empirical study on software factories in Peru, determined that 95% of the influence came from these factors, which corroborated as well that team size and trust within the team influences in software production.

How entrepreneurial team heterogeneity impacts decision-making performance? An input-process-output approach

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

The Influence of Equity Incentive on Overinvestment in enterprises: The moderating effect based on the heterogeneity of executive team

This paper empirically examines the moderating effect of executive team heterogeneity on the influence of equity incentive on overinvestment behavior by using the data of Chinese A-share listed companies in Shanghai and Shenzhen from 2014 to 2018. The results show that equity incentive can restrain the overinvestment behavior of enterprises; The greater the age heterogeneity of the senior management team, the weaker the influence of equity incentive on overinvestment will be; The greater the gender heterogeneity of the senior management team, the greater the influence of equity incentive on the overinvestment of enterprises will be. The heterogeneity of executive team education and tenure has no effect on the relationship between equity incentive and overinvestment. The conclusion of this study has some enlightenment on how to construct and optimize the senior management team of listed companies, so that the senior management team can play its role fully and make reasonable and effective investment decisions.

Mix It Up? The Influence of Team Composition on Employee Perceptions of Stressors in a Post-Merger Environment

Organizational restructuring that follows mergers can be stressful for employees. Heterogeneous team structures may intensify merger-related stressors, as legacy company serves as a faultline, which can create conflict and disunity. However, findings from diversity studies suggest that team heterogeneity has some advantages. We addressed a major shortcoming in the team stressor research, which has insufficiently considered the roles of team heterogeneity (vs. homogeneity) in perceptions of stressors. We explored how team composition (based on legacy company) shapes perceptions of merger-related stressors. Qualitative analysis of employee comments post-merger revealed that stressors varied across team compositions. Heterogeneous teams were not unequivocally stressful and results differed by employee legacy company. Homogeneous acquired teams were most disadvantaged. Homogeneous acquiring teams were least stressed. Accordingly, we created labels that describe each team’s unique context, which can advance team stressor research and help leaders properly support employees in a post-merger environment based on their teams’ composition.

New Factors Affecting Productivity of the Software Factory

Productivity is very important because it allows organizations to achieve greater efficiency and effectiveness in their activities; however, it is affected by numerous factors. While these factors have been identified for over two decades, all of the previous works limited the software factory to the programming work unit and did not analyze other work units that are also relevant. 90% of a software factory's effort is absorbed by the software production component, 85% of which is concentrated in the efforts of the analysis and design, programming, and testing work units. The present work identifies three new factors that influence the software factory, demonstrating that the use of rules and events influences analysis & design, team heterogeneity negatively affects analysis and design and positively affects programming; and the osmotic communication affects programming. An empirical study on software factories in Peru, determined that 95% of the influence came from these factors, which corroborated as well that team size and trust within the team influences in software production.