Inter-team communication in large-scale co-located software engineering: a case study

Large-scale software engineering is a collaborative effort where teams need to communicate to develop software products. Managers face the challenge of how to organise work to facilitate necessary communication between teams and individuals. This includes a range of decisions from distributing work over teams located in multiple buildings and sites, through work processes and tools for coordinating work, to softer issues including ensuring well-functioning teams. In this case study, we focus on inter-team communication by considering geographical, cognitive and psychological distances between teams, and factors and strategies that can affect this communication. Data was collected for ten test teams within a large development organisation, in two main phases: (1) measuring cognitive and psychological distance between teams using interactive posters, and (2) five focus group sessions where the obtained distance measurements were discussed. We present ten factors and five strategies, and how these relate to inter-team communication. We see three types of arenas that facilitate inter-team communication, namely physical, virtual and organisational arenas. Our findings can support managers in assessing and improving communication within large development organisations. In addition, the findings can provide insights into factors that may explain the challenges of scaling development organisations, in particular agile organisations that place a large emphasis on direct communication over written documentation.

Transformational Leadership and Follower’s Perceived Group Cohesiveness: Mediating Role of Follower’s Karma-yoga

This article looks at the relationship between five sub-dimensions of transformational leadership (idealised influence attributed, idealised influence behaviour, inspirational motivation, intellectual stimulation and individualised consideration), follower’s karma-yoga and follower’s perceived group cohesiveness. Data were collected in a research and development organisation in India, from 771 employees (561 male and 210 female) with minimum 5 years of work experience in that organisation. Partial least squares structural equation modelling PLS-SEM analysis shows that four sub-dimensions of transformational leadership—idealised influence attributed, idealised influence behaviour, inspirational motivation, and intellectual stimulation—are positively related to follower’s perceived group cohesiveness. In addition, this relationship is partially mediated by the follower’s karma-yoga. Focusing on increasing the frequency of idealised influence attributed, idealised influence behaviour, inspirational motivation and intellectual stimulation of managers will result in making the employees more karma-yoga oriented; both these will result in increasing the follower’s perceived group cohesiveness in the organisation, making the work environment more harmonious and productive.

We can't help feeding the monster: the social handling of uncertainty in an environment of high-risk and fast-paced change

In this article the authors present a case study that they conducted in the research and development organisation of a global pharmaceutical company. The aim of the study was to explore the social handling of uncertainty in a business environment characterised by high-risk and fast-paced change. The authors present a new methodological approach in which they combine grounded theory and depth hermeneutic analysis to gain access to the social reality of the organisation. The creation of work role identities and social imaginaries were the two main variables emerging from the data. The authors discuss how certain coping strategies against anxiety and emotional distress affect the design and execution of work processes. Furthermore, they explore to what extent social-scientific research methods can be applied to study the unique observations and interpretations made by the organisation's members, and how this knowledge can inform the development of organisations and management of change processes.

Transitioning from Relief to Development: Challenges and Opportunities: The Case of GOAL Zimbabwe in Buhera District

Between 2000 and 2008, Zimbabwe experienced debilitating economic, political and social problems. The crises were characterised by political unrest, economic downturn, hyperinflation, food insecurity, breakdown in the provision of basic social services and the intensification of the effects of global warming and climate change. The period saw the entry of many international non-governmental organisations (NGOs), including GOAL Zimbabwe, which came to deal with the unfolding humanitarian crisis. Key informant interviews were conducted with 21 interviewees from GOAL, Buhera Rural District Council officials, Agritex officers and project beneficiaries. Atlas Ti was used to analyse the data into key themes. In 2010, GOAL Zimbabwe chose to stay and reincarnate itself and went through a very difficult process from being a relief to a development organisation. Results show the process on which GOAL embarked in transitioning from relief to recovery. The evidence coming out of the discussions indicates that with the right levels of support from development partners and commitment by communities, it is possible for both organisations and communities to transition from a humanitarian and relief mindset to a development paradigm.

Towards defining the Christian development organisation

Around the world, there exist many organisations who claim a Christian motivation and whose work falls within the scope of the development sector. These organisations are distinctly different from local congregations, and whilst development as a field of theological study is becoming increasingly well-defined and established, there has been limited theological research and reflection on these organisations. Much about them remains unstudied and unclear, raising questions about their purpose, legitimacy and theological contribution. This in turn hampers a responsive and responsible engagement with them within the academy. Contributing to this oversight is the absence of an appropriate, commonly shared name and definition around which research and discourse can occur. This article reviews names and definitions currently being used and then proposes the name ‘Christian developmental organisation’ (CDO). It provides a rich definition, considering the CDO’s organisational, societal, purpose, activity and faith dimensions. In addition, the history dimension brings an understanding of the origins and formation of the CDO whilst the relationship dimension positions the CDO within a web of relational dynamics. It is hoped that the name and definition offered in this article will promote research and engagement with the CDO as well as aid their self-understanding.

Oral medicine and stomatology in Hong Kong and China

A review of the development, organisation, training and contemporary practice of oral medicine and stomatology in Hong Kong and China.