arXiv subjects

Christiaan Verwijs

Publications and source records attributed to Christiaan Verwijs.

4 recordsLinked to original sources

arXiv2025

Is It Safe To Learn And Share? On Psychological Safety and Social Learning in (Agile) Communities of Practice

As hybrid, distributed, and asynchronous work models become more prevalent, continuous learning in Agile Software Development (ASD) gains renewed importance. Communities of Practice (CoPs) are increasingly adopted to support social learning beyond formal education, often relying on virtual communication. Psychological safety, a prerequisite for effective learning, remains insufficiently understood in these settings. This mixed-methods study investigates psychological safety within Agile CoPs through survey data from 143 participants. Results indicate that psychological safety is significantly lower in online interactions compared to face-to-face settings. Moreover, low psychological safety reduces participants' intent to continue contributing and avoidance of interpersonal risk. No significant differences emerged based on gender, community seniority, or content creation activity. However, differences by role and age group suggest potential generational or role-related effects. Thematic analysis revealed exclusionary behavior, negative interaction patterns, and hostility as primary threats to psychological safety, often reinforced by tribalism and specific community dynamics. Suggested interventions include establishing explicit norms, structured facilitation, and active moderation. The findings were validated through member checking with 30 participants. This study provides a comparative perspective on interaction modalities and offers practical guidance for organizers seeking to cultivate inclusive, high-impact CoPs and similarly structured virtual or hybrid work environments.

cs.SE↗

arXiv2023

The Double-Edged Sword of Diversity: How Diversity, Conflict, and Psychological Safety Impact Software Teams

Team diversity can be seen as a double-edged sword. It brings additional cognitive resources to teams at the risk of increased conflict. Few studies have investigated how different types of diversity impact software teams. This study views diversity through the lens of the categorization-elaboration model (CEM). We investigated how diversity in gender, age, role, and cultural background impacts team effectiveness and conflict, and how these associations are moderated by psychological safety. Our sample consisted of 1,118 participants from 161 teams and was analyzed with Covariance-Based Structural Equation Modeling (CB-SEM). We found a positive effect of age diversity on team effectiveness and gender diversity on relational conflict. Psychological safety contributed directly to effective teamwork and less conflict but did not moderate the diversity-effectiveness link. While our results are consistent with the CEM theory for age and gender diversity, other types of diversity did not yield similar results. We discuss several reasons for this, including curvilinear effects, moderators such as task interdependence, or the presence of a diversity mindset. With this paper, we argue that a dichotomous nature of diversity is oversimplified. Indeed, it is a complex relationship where context plays a pivotal role. A more nuanced understanding of diversity through the lens of theories, such as the CEM, may lead to more effective teamwork.

cs.SE↗

arXiv2023

Do Agile Scaling Approaches Make A Difference? An Empirical Comparison of Team Effectiveness Across Popular Scaling Approaches

In the era of Agile methodologies, organizations are exploring strategies to scale development across teams. Various scaling strategies have emerged, from "SAFe" to "LeSS", with some organizations creating their own methods. Despite numerous studies on organizational challenges with these approaches, none have empirically compared their impact on Agile team effectiveness. This study aims to evaluate the effectiveness of Agile teams using different scaling methods, focusing on factors like responsiveness, stakeholder satisfaction, and management approach. We surveyed 15,078 Agile team members and 1,841 stakeholders, followed by statistical analyses. The results showed minor differences in effectiveness across scaling strategies. In essence, the choice of scaling strategy does not significantly impact team effectiveness, and organizations should select based on their culture and management style.

cs.SE↗

arXiv2022

A Theory of Scrum Team Effectiveness

Scrum teams are at the heart of the Scrum framework. Nevertheless, an integrated and systemic theory that can explain what makes some Scrum teams more effective than others is still missing. To address this gap, we performed a seven-year-long mixed-method investigation composed of two main phases. First, we induced a theoretical model from thirteen exploratory field studies. Our model proposes that the effectiveness of Scrum teams depends on five high-level factors - responsiveness, stakeholder concern, continuous improvement, team autonomy, and management support - and thirteen lower-level factors. In the second phase of our study, we validated our model with a Covariance-Based Structural Equation Modeling (SEM) analysis using data from about 5,000 developers and 2,000 Scrum teams that we gathered with a custom-built survey. Results suggest a very good fit of the empirical data in our theoretical model (CFI = 0.959, RMSEA = 0.038, SRMR = 0.035). Accordingly, this research allowed us to (1) propose and validate a generalizable theory for effective Scrum teams and (2) formulate clear recommendations for how organizations can better support Scrum teams.

cs.SE↗