Date of Conferral

2020

Degree

Ph.D.

School

Management

Advisor

Karla Phlypo

Abstract

As organizations’ software needs continue to increase, software development failure rates parallel and directly threaten organizations’ wellbeing and viability. The purpose of this qualitative exploratory single case study was to understand the methods and relationships impacted by coordination during a transformation to the scaled agile framework. The research question was designed to explore how large organizations transforming to scaled agile frameworks use coordination methods to support software and systems engineers to potentially improve the success of implementation. This was an exploratory single case study of a global aerospace organization. Data collected included historical organization documents, casual field observations, and semi-structured interviews with a cross-section of 12 engineers and managers regarding coordination experiences to understand the methods and relationships impacted by coordination. The conceptual framework included von Bertalanffy's general system theory and Malone's coordination theory. Five key themes emerged through thematic analysis of textual data and transcript analysis: effective-efficient performance, knowledge transfer, transformational leadership, cross-boundary, and cognitive diversity. This research identified problem factors, including efficient and effective coordination methods, knowledge transfer, changing mindset, and cultural shift. This study contributes to positive social change for organizations transforming to the scaled agile framework through an enhanced understanding of factors involved with successful implementation, providing psychosocial reinforcement to employees and management while increasing performance that supports an organization’s financial objectives.

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