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No more bosses?: A multi-case study on the emerging use of non-hierarchical principles in large-scale software development

H. H. Olsson ; Jan Bosch (Institutionen för data- och informationsteknik, Software Engineering (Chalmers))
17th International Conference on Product-Focused Software Process Improvement, PROFES 2016, Trondheim, Norway, 24-26 November p. 86-101. (2016)
[Konferensbidrag, refereegranskat]

Organizations are increasingly adopting alternative organizational models to circumvent the challenges of traditional hierarchies. In these alternative models, organizations have leaders instead of the traditional boss and teams operate using self-management and peer-to-peer advice processes. Although the adoption of these models have primarily been seen in smaller companies and startups, examples of long-established organizations that have adopted these models to restructure themselves and move away from their traditionally slow hierarchies are starting to appear. In this paper, we explore how seven large software-intensive companies in the embedded systems domain are adopting principles of non-hierarchical organizations in order to increase empowerment. Based on our empirical findings, we provide recommendations for how to manage this transformation and we develop a model that outlines the steps that companies typically take when transforming from hierarchical towards empowered organizations.

Nyckelord: Autonomy, Empowered organizations, Non-hierarchical principles, Self-management, Embedded systems, Hierarchical systems, Human resource management, Process engineering, Societies and institutions, Empirical findings, Hierarchical organizations, Organizational models, Peer to peer, Self management, Software design



Denna post skapades 2017-01-19.
CPL Pubid: 247404

 

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