{"id":8017847,"date":"2014-08-01T13:56:42","date_gmt":"2014-08-01T20:56:42","guid":{"rendered":"https:\/\/test-agilealliance.pantheonsite.io\/?post_type=aa_research_paper&#038;p=8017847"},"modified":"2023-08-30T08:45:27","modified_gmt":"2023-08-30T15:45:27","slug":"work-motivational-challenges-regarding-the-interface-between-agile-teams-and-a-non-agile-surrounding-organization-a-case-study","status":"publish","type":"aa_research_paper","link":"https:\/\/agilealliance.org\/resources\/research-papers\/work-motivational-challenges-regarding-the-interface-between-agile-teams-and-a-non-agile-surrounding-organization-a-case-study\/","title":{"rendered":"Work Motivational Challenges Regarding the Interface Between Agile Teams and a Non-Agile Surrounding Organization: A case study"},"content":{"rendered":"<div id=\"ultimate-heading-4396321f0c52dfa7\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-4396321f0c52dfa7 uvc-715 \" data-hspacer=\"no_spacer\" data-halign=\"left\">\n<div class=\"uvc-main-heading ult-responsive\" data-ultimate-target=\".uvc-heading.ultimate-heading-4396321f0c52dfa7 h2\" data-responsive-json-new=\"{&quot;font-size&quot;:&quot;&quot;,&quot;line-height&quot;:&quot;&quot;}\">\n<p>There are studies showing what happens if agile teams are introduced into a non-agile organization, e.g. higher overhead costs and the necessity of an understanding of agile methods even outside the teams. This case study shows an example of work motivational aspects that might surface when an agile team exists in the middle of a more traditional structure. This case study was conducted at a car manufacturer in Sweden, consisting of an unstructured interview with the Scrum Master and a semi-structured focus group. The results show that the teams felt that the feedback from the surrounding organization was unsynchronized resulting in them not feeling appreciated when delivering their work. Moreover, they felt frustrated when working on non-agile teams after having been working on agile ones. This study concludes that there were work motivational effects of fitting an agile team into a non-agile surrounding organization, and therefore this might also be true for other organizations.<\/p>\n<\/div>\n<\/div>\n\n\n<div style=\"height:16px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-28f84493 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p><strong>Lucas Gren<\/strong><br>Chalmers University and<br>Gothenburg University<br>Gothenburg, Sweden 412\u201392<br><a href=\"mailto:lucas.gren@cse.gu.se\">lucas.gren@cse.gu.se<\/a><\/p>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p><strong>Richard Torkar<\/strong><br>Chalmers University and<br>Gothenburg University<br>Gothenburg, Sweden 412\u201392 <br>and Blekinge Institute of Technology<br>Karlskrona, Sweden 371\u201379<br><a href=\"mailto:richard.torkar@cse.gu.se\">richard.torkar@cse.gu.se<\/a><\/p>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p><strong>Robert Feldt<\/strong><br>Blekinge Institute of Technology<br>Karlskrona, Sweden 371\u201379<br><a href=\"mailto:robert.feldt@bth.se\">robert.feldt@bth.se<\/a><\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>There are studies showing what happens if agile teams are introduced into a non-agile organization, e.g. higher overhead costs and the necessity of an understanding of agile methods even outside [&hellip;]<\/p>\n","protected":false},"author":12,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"","categories":[890,908],"tags":[],"content_source":[733],"class_list":["post-8017847","aa_research_paper","type-aa_research_paper","status-publish","hentry","category-people","category-process","content_source-agile2014"],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_research_paper\/8017847","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_research_paper"}],"about":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/types\/aa_research_paper"}],"author":[{"embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/users\/12"}],"replies":[{"embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/comments?post=8017847"}],"version-history":[{"count":0,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_research_paper\/8017847\/revisions"}],"wp:attachment":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/media?parent=8017847"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/categories?post=8017847"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/tags?post=8017847"},{"taxonomy":"content_source","embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/content_source?post=8017847"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}