- -

The effect of firm complexity and founding team size on agile internal communication in startups

RiuNet: Repositorio Institucional de la Universidad Politécnica de Valencia

Compartir/Enviar a

Citas

Estadísticas

  • Estadisticas de Uso

The effect of firm complexity and founding team size on agile internal communication in startups

Mostrar el registro sencillo del ítem

Ficheros en el ítem

[Cerrado]
Nombre: González-Cruz;Bot ...
Tamaño: 612.3Kb
Formato: PDF
Descripción: Versión editorial
Solicitar una copia al autor
dc.contributor.author González-Cruz, Tomás F. es_ES
dc.contributor.author Botella-Carrubi, Dolores es_ES
dc.contributor.author Martínez-Fuentes, C. M. es_ES
dc.date.accessioned 2021-04-01T03:31:34Z
dc.date.available 2021-04-01T03:31:34Z
dc.date.issued 2020-09 es_ES
dc.identifier.issn 1555-1938 es_ES
dc.identifier.uri http://hdl.handle.net/10251/164818
dc.description.abstract [EN] Today's firms, particularly startups, require agile communication to sense and seize opportunities and to adapt to the market as quickly as possible (Picken 2017; Takeuchi and Nonaka 1986). However, scholars have predominantly focused on external communication, taking agile internal communication for granted. This paper analyzes the combinations of conditions (i.e., firm features and communication devices) that are present in startups with agile internal communication. The study considers the startup's life cycle, the size of the startup, and the size of the founding team. The use of direct communication channels, structured communication channels, and agile methods is also considered. Analysis of 88 Spanish startups shows that the size of the founding team influences the combination of present and absent communication methods when agile internal communication is present. In startups where the founding team is small, direct communication methods are absent, whereas the use of structured communication methods, online project management, and other communication tools is present. On the contrary, when the founding team size is large, direct communication is a core condition, as is the absence of structured communication methods. Agile methods represent a peripheral condition for the presence of agile internal communication when the founding team is small and structured communication is present as a core condition. Similarly, when the founding team is small and the presence of direct communication is a core condition, the presence of agile methods is a peripheral condition for the presence of agile internal communication. es_ES
dc.description.sponsorship The authors thank the Catedra de Empresa y Humanismo de la Universidad de Valencia (Firm & Humanism Chair, Valencia University) for its financial support for this research. es_ES
dc.language Inglés es_ES
dc.publisher Springer-Verlag es_ES
dc.relation.ispartof International Entrepreneurship and Management Journal es_ES
dc.rights Reserva de todos los derechos es_ES
dc.subject Agile methods es_ES
dc.subject Internal communication es_ES
dc.subject Organizational complexity es_ES
dc.subject Startups es_ES
dc.subject FsQCA es_ES
dc.subject.classification ORGANIZACION DE EMPRESAS es_ES
dc.title The effect of firm complexity and founding team size on agile internal communication in startups es_ES
dc.type Artículo es_ES
dc.identifier.doi 10.1007/s11365-019-00633-1 es_ES
dc.rights.accessRights Cerrado es_ES
dc.contributor.affiliation Universitat Politècnica de València. Departamento de Organización de Empresas - Departament d'Organització d'Empreses es_ES
dc.description.bibliographicCitation González-Cruz, TF.; Botella-Carrubi, D.; Martínez-Fuentes, CM. (2020). The effect of firm complexity and founding team size on agile internal communication in startups. International Entrepreneurship and Management Journal. 16(3):1101-1121. https://doi.org/10.1007/s11365-019-00633-1 es_ES
dc.description.accrualMethod S es_ES
dc.relation.publisherversion https://doi.org/10.1007/s11365-019-00633-1 es_ES
dc.description.upvformatpinicio 1101 es_ES
dc.description.upvformatpfin 1121 es_ES
dc.type.version info:eu-repo/semantics/publishedVersion es_ES
dc.description.volume 16 es_ES
dc.description.issue 3 es_ES
dc.relation.pasarela S\402603 es_ES
dc.contributor.funder Cátedra de Empresa y Humanismo, Universitat de València es_ES
dc.description.references Aghina, W., De Smet, A., & Weerda, K. (2015a). Agility: It rhymes with stability. McKinsey Quarterly, 51(4), 2–9. es_ES
dc.description.references Aghina, W., De Smet, A., Muratka, M., & Collins, L. (2015b). The keys to organizational agility. McKinsey & Company. es_ES
dc.description.references Aghina, W., Ahlbäck, K., De Smet, A., Fahrbach, C., Handscomb, C., Lackey, G., Lurie, M., Murarka, M., Salo, O., Seem, E., & Woxholth, J. (2017). The 5 trademarks of agile organizations. McKinsey&Company, 1–22. es_ES
dc.description.references Alonso, M. (2017). ¿Cuál es el ciclo vital de una Startup? Resource Document. https://www.gestion.org/cual-es-el-ciclo-vital-de-una-startup/ Accessed 24 March 2018. es_ES
dc.description.references Alzoubi, Y. I., & Gill, A. Q. (2014). Agile global software development communication challenges: A systematic review. Proceedings-Pacific Asia Conference on Information Systems, PACIS 2014. es_ES
dc.description.references Beck, K., Beedle, M., Van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern J., Marick, B., Martin, R.C., Mellor, S., Schwaber, K., Sutherland, J., Thomas, D. (2001). Manifesto for agile software development. https://pdfs.semanticscholar.org/3eda/bb96a07765704f9c6a1a5542e39ac2df640c.pdf Accessed 24 March 2018. es_ES
dc.description.references Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 471–482. es_ES
dc.description.references Blank, S. (2013). Why the lean start-up changes everything. Harvard Business Review, 91(5), 63–72. es_ES
dc.description.references Boehm, B. (2002). Get ready for agile methods, with care. Computer, 35(1), 64–69. es_ES
dc.description.references Boehm, B., & Turner, R. (2005). Management challenges to implementing agile processes in traditional development organizations. Software IEEE, 22(5), 30–39. es_ES
dc.description.references Brown, S. L., & Eisenhardt, K. M. (1995). Product development: Past research, present findings, and future directions. Academy of Management Review, 20(2), 343–378. es_ES
dc.description.references Campanelli, A. S., & Parreiras, F. S. (2015). Agile methods tailoring–a systematic literature review. Journal of Systems and Software, 110, 85–100. es_ES
dc.description.references Cockburn, A., & Highsmith, J. (2001). Agile software development, the people factor. Computer, 34(11), 131–133. es_ES
dc.description.references Cohn, M., & Ford, D. (2003). Introducing an agile process to an organization [software development]. Computer, 36(6), 74–78. es_ES
dc.description.references Communications (2016). Internal Comms, and the Agile and Responsive Organisation. https://www.106comms.com/wp-content/uploads/106_AgileResponsiveOrg_2016.pdf. es_ES
dc.description.references Conboy, K., & Fitzgerald, B. (2004). Toward a conceptual framework of agile methods: a study of agility in different disciplines. In Proceedings of the 2004 ACM workshop on Interdisciplinary software engineering research, 37–44. ACM. es_ES
dc.description.references Conboy, K., Coyle, S., Wang, X., & Pikkarainen, M. (2011). People over process: key people challenges in agile development. https://ulir.ul.ie/bitstream/handle/10344/639/2010-conboy-people.pdf?sequence=2 accessed on February 2019. es_ES
dc.description.references Cooper, R. G., & Sommer, A. F. (2016). The agile–stage-gate hybrid model: A promising new approach and a new research opportunity. Journal of Product Innovation Management, 33(5), 513–526. es_ES
dc.description.references Courtney, H., Kirkland, J., & Viguerie, P. (1997). Strategy under uncertainty. Harvard Business Review, 75(6), 67–79. es_ES
dc.description.references Cram, W. A., & Newell, S. (2016). Mindful revolution or mindless trend? Examining agile development as a management fashion. European Journal of Information Systems, 25(2), 154–169. es_ES
dc.description.references Denning, S. (2018). Ten agile axioms that make conventional managers anxious. Strategy & Leadership, 46(5), 10–16. es_ES
dc.description.references Dikert, K., Paasivaara, M., & Lassenius, C. (2016). Challenges and success factors for large-scale agile transformations: A systematic literature review. Journal of Systems and Software, 119, 87–108 5(2), 154-169. es_ES
dc.description.references Dingsøyr, T., & Moe, N. B. (2013). Research challenges in large-scale agile software development. ACM SIGSOFT Software Engineering Notes, 38(5), 38–39. es_ES
dc.description.references Dingsøyr, T., & Moe, N., 2014. Towards principles of large-scale agile development. In: Dingsøyr, T., Moe, N., Tonelli, R., Counsell, S., Gencel, C., Petersen, K. (Eds.), agile methods. Large-scale development, refactoring, testing, and estimation. In: Lecture Notes in Business Information Processing, vol. 199. Springer international publishing, 1–8. doi: https://doi.org/10.1007/978-3-319-14358-3_1. es_ES
dc.description.references Dingsøyr, T., Fægri, T., Itkonen, J. (2014). What is large in large-scale? A taxonomy of scale for agile software development. In: Jedlitschka, a., Ku- Vaja, P., Kuhrmann, M., Männistö, T., Münch, J., Raatikainen, M. (Eds.), product- focused software process improvement. In: Lecture Notes in Computer Science, vol. 8892. Springer international publishing, 273–276. doi: https://doi.org/10.1007/978-3-319-13835-0_20. es_ES
dc.description.references Dul, J. (2016). Identifying single necessary conditions with NCA and fsQCA. Journal of Business Research, 69(4), 1516–1523. es_ES
dc.description.references Dybå, T., & Dingsøyr, T. (2008). Empirical studies of agile software development: A systematic review. Information and Software Technology, 50(9–10), 833–859. es_ES
dc.description.references Dybå, T., & Dingsøyr, T. (2009). What do we know about agile software development? Softw. IEEE, 26(5), 6–9. es_ES
dc.description.references Elshamy, A., & Elssamadisy, A. (2006). Divide after you conquer an agile software development practice for large projects. In: Extreme Programming and Agile Processes in Software Engineering. In: Lecture Notes in Computer Science (including subseries lecture notes in artificial intelligence and lecture notes in bioinformatics), 4044 LNCS, 164–168. es_ES
dc.description.references Fiss, P. C. (2007). A set-theoretic approach to organizational configurations. Academy of Management Review, 32(4), 1180–1198. es_ES
dc.description.references Fiss, P. C. (2011). Building better causal theories: A fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393–420. es_ES
dc.description.references Foss, N. J., & Saebi, T. (2018). Business models and business model innovation: Between wicked and paradigmatic problems. Long Range Planning, 51(1), 9–21. es_ES
dc.description.references Fowler, M. (2000). Put your process on a diet. Software Development, 8(12), 32–36. es_ES
dc.description.references Fowler, M., & Highsmith, J. (2001). The agile manifesto. http://www.agilemanifesto.org/. es_ES
dc.description.references Gandomani, T. J., Zulzalil, H., Ghani, A. A. A., Sultan, A. B. M., & Nafchi, M. Z. (2013). Obstacles in moving to agile software development methods; at a glance. Journal of Computer Science, 9(5), 620. es_ES
dc.description.references Ghezzi, A., Cortimiglia, M. N., & Frank, A. G. (2015). Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators. Technological Forecasting and Social Change, 90, 346–354. es_ES
dc.description.references Gothelf, J., & Seiden, J. (2017). Sense & Respond. How successful organizations listen to customers and crate new projects. Harvard Business Review Press. es_ES
dc.description.references Gregory, P., Barroca, L., Sharp, H., Deshpande, A., & Taylor, K. (2016). The challenges that challenge: Engaging with agile practitioners’ concerns. Information and Software Technology, 77, 92–104. es_ES
dc.description.references Hanlon, D., & Saunders, C. (2007). Marshaling resources to form small new ventures: Toward a more holistic understanding of entrepreneurial support. Entrepreneurship Theory and Practice, 31(4), 619–641. es_ES
dc.description.references Highsmith, J., & Cockburn, A. (2001). Agile software development: The business of innovation. Computer, 34(9), 120–127. es_ES
dc.description.references Hummel, M., Rosenkranz, C., & Holten, R. (2015). The role of social agile practices for direct and indirect communication in information systems development teams. CAIS, 36, 15. es_ES
dc.description.references Jalali, S., & Wohlin, C. (2012). Global software engineering and agile practices: A systematic review. Journal of software: Evolution and Process, 24(6), 643–659. es_ES
dc.description.references Kalakota, R., & Robinson, M. (2001). E-business 2.0: Roadmap for Success. Addison-Wesley Longman publishing co., Inc. es_ES
dc.description.references Karlstrom, D., & Runeson, P. (2005). Combining agile methods with stage-gate project management. IEEE Software, 22(3), 43–49. es_ES
dc.description.references Karlström, D., & Runeson, P. (2006). Integrating agile software development into stage-gate managed product development. Empirical Software Engineering, 11(2), 203–225. es_ES
dc.description.references Katila, R., & Shane, S. (2005). When does lack of resources make new firms innovative? Academy of Management Journal, 48(5), 814–829. es_ES
dc.description.references Koehnemann, H., & Coats, M. (2009). Experiences applying agile practices to large systems. In: AGILE conference, 2009. AGILE ‘09, 295–300. es_ES
dc.description.references Krishnan, V., & Ulrich, K. T. (2001). Product development decisions: A review of the literature. Management Science, 47(1), 1–21. es_ES
dc.description.references Lee, S., & Yong, H. S. (2013). Agile software development framework in a small project environment. Journal of Information Processing Systems, 9(1), 69–88. es_ES
dc.description.references Lindvall, M., Muthig, D., Dagnino, A., Wallin, C., Stupperich, M., Kiefer, D., May, J., & Kahkonen, T. (2004). Agile software development in large organizations. Computer, 37(12), 26–34. es_ES
dc.description.references Maurya, A. (2012). Running lean: Iterate from plan a to a plan that works. O'Reilly Media, Inc. es_ES
dc.description.references McDougall, P. P., & Oviatt, B. M. (1996). New venture internationalization, strategic change, and performance: A follow-up study. Journal of Business Venturing, 11(1), 23–40. es_ES
dc.description.references Moore, E., & Spens, J. (2008). Scaling agile: Finding your agile tribe. In: AGILE, 2008. AGILE ‘08 conference, 121–124. es_ES
dc.description.references Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons. es_ES
dc.description.references Paasivaara, M., Durasiewicz, S., & Lassenius, C. (2008). Distributed agile development: Using scrum in a large project. In International Conference on Global Software Engineering 2008, 87–95, los Alamitos, CA: IEEE. Partially published at: Paasivaara, M., Durasiewicz, S., & Lassenius, C. (2008). Using scrum in a globally distributed project: A case study. Software Process: Improvement and Practice, 13(6), 527–544. es_ES
dc.description.references Paluch, S., Antons, D., Brettel, M., Hopp, C., Salge, T. O., Piller, F., & Wentzel, D. (2019). Stage-gate and agile development in the digital age: Promises, perils, and boundary conditions. Journal of Business Research. es_ES
dc.description.references Picken, J. C. (2017). From startup to scalable enterprise: Laying the foundation. Business Horizons, 60(5), 587–595. es_ES
dc.description.references Ragin, C. (2000). Fuzzy-set social science. Chicago: University of Chicago Press. es_ES
dc.description.references Ragin, C. C. (2008). Redesigning social inquiry: Fuzzy sets and beyond. Chicago, IL: University of Chicago Press. es_ES
dc.description.references Ragin, C. C., & Fiss, P. C. (2008). Net effects analysis versus configurational analysis: An empirical demonstration. Redesigning social inquiry: Fuzzy sets and beyond, 240, 190–212. es_ES
dc.description.references Ragin C. C., & Sean D. (2016). Fuzzy-set/qualitative comparative analysis 3.0. University of California, Irvine. es_ES
dc.description.references Rappa, M. (2001). Managing the digital enterprise-business models on the web. North Carolina State University. es_ES
dc.description.references Reifer, D. J. (2002). How good are agile methods? IEEE Software, 19(4), 16–18. es_ES
dc.description.references Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. Crown Books. es_ES
dc.description.references Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing agile. Harvard Business Review, 94(5), 40–50. es_ES
dc.description.references Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale. Harvard Business Review, 96(3), 88–96. es_ES
dc.description.references Schmiedgen, J., Rhinow, H., & Köppen, E. (2016). Parts without a whole? The current state of design thinking practice in organizations (Vol. 97). Universitätsverlag Potsdam. es_ES
dc.description.references Schneider, M. R., & Eggert, A. (2014). Embracing complex causality with the QCA method: An invitation. Journal of Business Market Management, 7(1), 312–328. es_ES
dc.description.references Schneider, S., & Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda. International Journal of Innovation Management, 17(01), 1340001. es_ES
dc.description.references Schneider, M. R., Schulze-Bentrop, C., & Paunescu, M. (2010). Mapping the institutional capital of high-tech firms: A fuzzy-set analysis of capitalist variety and export performance. Journal of International Business Studies, 41(2), 246–266. es_ES
dc.description.references Senapathi, M., & Srinivasan, A. (2012). Understanding post-adoptive agile usage: An exploratory cross-case analysis. Journal of Systems and Software, 85(6), 1255–1268. es_ES
dc.description.references Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292. es_ES
dc.description.references Sommer, A. F., Hedegaard, C., Dukovska-Popovska, I., & Steger-Jensen, K. (2014). Agile product development governance—On governing the emerging scrum/stage-gate hybrids. In B. Grabot, B. Vallespir, S. Gomes, A. Bouras, & D. Kiritsis (Eds.), Advances in production management systems. Innovative and knowledge-based production management in a global-local world (pp. 184–191). Berlin: Springer-Verlag. es_ES
dc.description.references Takeuchi, H., & Nonaka, I. (1986). The new product development game. Harvard Business Review, 64(1), 137–146. es_ES
dc.description.references Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194. es_ES
dc.description.references Timmers, P. (1998). Business models for electronic markets. Electronic Markets, 8(2), 3–8. es_ES
dc.description.references Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurship and Management Journal, 8(4), 449–465. es_ES
dc.description.references Tsai, S. D., & Lan, T. T. (2006). Development of a startup business—A complexity theory perspective. Kaohsiung, Taiwan: National Sun Yat-Sen University. es_ES
dc.description.references Van Waardenburg, G., & Van Vliet, H. (2013). When agile meets the enterprise. Information and Software Technology, 55(12), 2154–2171. es_ES
dc.description.references Weill, P., & Vitale, M. (2013). Place to space: Migrating to e-business models (google eBook). es_ES
dc.description.references Williams, L., & Cockburn, A. (2003). Agile software development: it’s about feedback and change. Computer, 36(6), 39–43. es_ES
dc.description.references Yang, X., Sun, S. L., & Zhao, X. (2019). Search and execution: Examining the entrepreneurial cognitions behind the lean startup model. Small Business Economics, 52(3), 667–679. es_ES
dc.description.references Yau, A., & Murphy, C. (2013). Is a rigorous agile methodology the best development strategy for small scale tech startups? Technical Reports (CIS) 1–1, University of Pennsylvania. http://repository.upenn.edu/cis_reports?utm_source=repository.upenn.edu%2Fcis_reports%2F980&utm_medium=PDF&utm_campaign=PDFCoverPages. es_ES
dc.description.references Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of Management, 37(4), 1019–1042. es_ES


Este ítem aparece en la(s) siguiente(s) colección(ones)

Mostrar el registro sencillo del ítem