Paper Number
2182
Paper Type
Complete
Abstract
In the rapidly evolving automotive sector, software development teams (SDTs) face the challenge of swiftly adapting to unpredictable changes driven by globalization, customer expectations, and innovation. This study delves into the influence of psychological factors — particularly attitudes, emotions, and perceptions — on the workforce agility of employees working in SDTs, crucial for adeptly navigating dynamic shifts. Despite the central role of psychological factors in shaping behavior, existing research overlooks their impact on workforce agility. Through interviews with 27 employees from a leading software company serving the automotive industry, we empirically identified three key factors: agile mindset, psychological empowerment, and agile leadership. Subsequently, drawing upon the literature, we explore the correlations among these factors. By investigating these previously unexplored psychological predictors and their correlations, this study enriches our understanding of workforce agility and provides actionable insights for SDT leaders to nurture desired behaviors.
Recommended Citation
Geffers, Kristin; Bretschneider, Ulrich; and Eilers, Karen, "Exploring Individuals’ Psychological Factors as Predictors of Workforce Agility in Software Development Teams" (2024). ICIS 2024 Proceedings. 11.
https://aisel.aisnet.org/icis2024/digtech_fow/digtech_fow/11
Exploring Individuals’ Psychological Factors as Predictors of Workforce Agility in Software Development Teams
In the rapidly evolving automotive sector, software development teams (SDTs) face the challenge of swiftly adapting to unpredictable changes driven by globalization, customer expectations, and innovation. This study delves into the influence of psychological factors — particularly attitudes, emotions, and perceptions — on the workforce agility of employees working in SDTs, crucial for adeptly navigating dynamic shifts. Despite the central role of psychological factors in shaping behavior, existing research overlooks their impact on workforce agility. Through interviews with 27 employees from a leading software company serving the automotive industry, we empirically identified three key factors: agile mindset, psychological empowerment, and agile leadership. Subsequently, drawing upon the literature, we explore the correlations among these factors. By investigating these previously unexplored psychological predictors and their correlations, this study enriches our understanding of workforce agility and provides actionable insights for SDT leaders to nurture desired behaviors.
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