@misc{Matthies2019,
  author    = {Matthies, Christoph},
  title     = {Agile process improvement in retrospectives},
  series = {41st International Conference on Software Engineering: Companion Proceedings (ICSE-Companion)},
  journal   = {41st International Conference on Software Engineering: Companion Proceedings (ICSE-Companion)},
  publisher = {IEEE},
  address   = {New York},
  isbn      = {978-1-7281-1764-5},
  issn      = {2574-1934},
  doi       = {10.1109/ICSE-Companion.2019.00063},
  pages     = {150 -- 152},
  year      = {2019},
  abstract  = {Working in iterations and repeatedly improving team workflows based on collected feedback is fundamental to agile software development processes. Scrum, the most popular agile method, provides dedicated retrospective meetings to reflect on the last development iteration and to decide on process improvement actions. However, agile methods do not prescribe how these improvement actions should be identified, managed or tracked in detail. The approaches to detect and remove problems in software development processes are therefore often based on intuition and prior experiences and perceptions of team members. Previous research in this area has focused on approaches to elicit a team's improvement opportunities as well as measurements regarding the work performed in an iteration, e.g. Scrum burn-down charts. Little research deals with the quality and nature of identified problems or how progress towards removing issues is measured. In this research, we investigate how agile development teams in the professional software industry organize their feedback and process improvement approaches. In particular, we focus on the structure and content of improvement and reflection meetings, i.e. retrospectives, and their outcomes. Researching how the vital mechanism of process improvement is implemented in practice in modern software development leads to a more complete picture of agile process improvement.},
  language  = {en}
}
@book{GerkenUebernickeldePaula2022,
  author    = {Gerken, Stefanie and Uebernickel, Falk and de Paula, Danielly},
  title     = {Design Thinking: a Global Study on Implementation Practices in Organizations},
  publisher = {Universit{\"a}tsverlag Potsdam},
  address   = {Potsdam},
  isbn      = {978-3-86956-525-5},
  doi       = {10.25932/publishup-53466},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-534668},
  publisher      = {Universit{\"a}t Potsdam},
  pages     = {230},
  year      = {2022},
  abstract  = {These days design thinking is no longer a "new approach". Among practitioners, as well as academics, interest in the topic has gathered pace over the last two decades. However, opinions are divided over the longevity of the phenomenon: whether design thinking is merely "old wine in new bottles," a passing trend, or still evolving as it is being spread to an increasing number of organizations and industries. Despite its growing relevance and the diffusion of design thinking, knowledge on the actual status quo in organizations remains scarce. With a new study, the research team of Prof. Uebernickel and Stefanie Gerken investigates temporal developments and changes in design thinking practices in organizations over the past six years comparing the results of the 2015 "Parts without a whole" study with current practices and future developments. Companies of all sizes and from different parts of the world participated in the survey. The findings from qualitative interviews with experts, i.e., people who have years of knowledge with design thinking, were cross-checked with the results from an exploratory analysis of the survey data. This analysis uncovers significant variances and similarities in how design thinking is interpreted and applied in businesses.},
  language  = {en}
}
@article{EcksteinMuster2021,
  author    = {Eckstein, Bernd and Muster, Judith},
  title     = {Postb{\"u}rokratie und die agile Unsicherheitsabsorption in Interaktionen},
  series = {Gruppe, Interaktion, Organisation. Zeitschrift f{\"u}r Angewandte Organisationspsychologie : GIO},
  volume    = {52},
  journal   = {Gruppe, Interaktion, Organisation. Zeitschrift f{\"u}r Angewandte Organisationspsychologie : GIO},
  number    = {4},
  publisher = {Springer},
  address   = {Wiesbaden},
  issn      = {2366-6145},
  doi       = {10.1007/s11612-021-00599-1},
  pages     = {649 -- 657},
  year      = {2021},
  abstract  = {This article for the GIO-Journal proposes a perspective rooted in functional equivalence for the analysis of post-bureaucratic reforms that partly shift the organizational absorption of uncertainty to formal interactions of their members. Postbureaucracy tries to conceptualize organizational and societal changes throughout the second half of the 20th century. Agile management frameworks that multiply interactions between members of an organization can be treated as a phenomenon of postbureaucratic organizing. Drawing on systems theory this paper examines how postbureaucratic reforms trigger new uncertainties and how they are tackled by agile concepts of management. We will illustrate this by analyzing the agile concepts Scrum and Holacracy and show how relocation triggers new needs for formalization. Doing this we will focus on how interdependencies of communication in systems of interaction are centered in different dimensions. This paper advocates for a perspective on postbureaucracy in terms of functional equivalence to grasp the connection between the renouncement of formalization and the emergence of new needs for formalization.},
  language  = {de}
}