Agile methods as stress management tools? an empirical study.
Project-based work is considered a prototype for modern knowledge work, but is also often linked to stress. Complementing or substituting for conventional project management, agile methods are on the rise, but the implications of these methods for stress on employees still remain largely hidden. Thi...
| Publicado en: | Work Organisation, Labour & Globalisation Vol. 13; no. 2; pp. 20 - 37 |
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| Autores principales: | , , |
| Formato: | Artículo |
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Pluto Journals
Winter2019
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=140399732&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 140399732 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 1745641X HPBH jtl: Work Organisation, Labour & Globalisation issn: 1745641X maglogo: N pubinfo: dt: Winter2019 vid: 13 iid: 2 pid: 67187 pub: Pluto Journals artinfo: ui: 140399732 10.13169/workorgalaboglob.13.2.0020 ppf: 20 ppct: 17 formats: tig: atl: Agile methods as stress management tools? an empirical study. aug: au: Pfeiffer, Sabine Sauer, Stefan Ritter, Tobias su: Qualitative research Stress management Computer software development Software engineering Project management sug: subj: Qualitative research Custom Computer Programming Services Computer systems design and related services (except video game design and development) Administrative Management and General Management Consulting Services Process, Physical Distribution, and Logistics Consulting Services Other management consulting services Stress management Computer software development Software engineering Project management keyword: agility IT professionals project work Scrum software engineering stress agility IT professionals project work Scrum software engineering stress ab: Project-based work is considered a prototype for modern knowledge work, but is also often linked to stress. Complementing or substituting for conventional project management, agile methods are on the rise, but the implications of these methods for stress on employees still remain largely hidden. This article presents the results from qualitative case studies in software development that show how diverse agile methods are lived in practice and how these variations affect stress levels. The results unveil how agile methods, under certain assumptions, can protect team members against stress and voluntary self-exploitation - offering a safe space that is, however, fragile and requires accompanying organisational backing. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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