The Effects of Team Flexibility and Emotional.pdf - Group...

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Group Decis Negot (2013) 22:359–377DOI 10.1007/s10726-011-9270-6The Effects of Team Flexibility and EmotionalIntelligence on Software Development PerformanceAy¸se Günsel·Atif AçikgözPublished online: 13 October 2011© Springer Science+Business Media B.V. 2011AbstractAs both business and technological environments change at an increas-ing rate, flexibility and emotional intelligence have become critical issues for projectmanagement. Even though previous research has examined the relationship betweenteam flexibility and team performance and that between the emotional intelligence ofteams and team outputs, there remains a gap in literature in respect to a holistic model.Accordingly in this paper, we examine the relationships among software team flexi-bility, emotional intelligence, and software project outputs (market success, speed tomarket, and the functionality of the new software product) using survey data from 86software development projects. The results reveal positive a relationship between thediversitydimensionofsoftwareprojectteamflexibilityandemotionalintelligence.Thefirst dimension of software team flexibility, team autonomy, positively affected marketsuccess, speed to market, and software functionality, whereas the second dimension,team diversity, positively affected only speed to market and software functionality.The emotional recognition of team members for both themselves and their teammatesappears to be another important factor affecting the speed to market and functionalityof the new software products. Managerial and theoretical implications of the study arediscussed.A. Günsel (B)Faculty of Economics and Admistrative Sciences, Kocaeli University, Umuttepe,Kocaeli 41380, Turkeye-mail: [email protected]A. AçikgözFaculty of Economics and Administrative Sciences, Fatih University, Büyükçekmece,Istanbul 34500, Turkeye-mail: [email protected]123
360A. Günsel, A. AçikgözKeywordsTeam flexibility·Team autonomy·Team diversity·Emotionalintelligence·Software project performanceToday’s business environments are changing at an extraordinary rate. The global-ized economy, environmental turbulence, technological progress, and restructuring oforganizations result in a hypercompetitive, hyper-innovative and high-velocity busi-ness landscape (Lee and Xia 2005). Existing technologies easily become obsolete suchthat average product life cycles have declined considerably. Like many other high techindustries, the software sector is changing at an accelerating rate, while the successrate of software projects remains low (Benamati and Lederer 2001). For example,The Standish Group contends that only 16–28% of IS projects could be consideredsuccessful (Standish Group2001). Accordingly, the success of software projects hasbecome an important topic for both academicians and practitioners.

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Term
Spring
Professor
Dr.Nghia
Tags
Business

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