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.
Lucas Gren
Chalmers University and
Gothenburg University
Gothenburg, Sweden 412–92
lucas.gren@cse.gu.se
Richard Torkar
Chalmers University and
Gothenburg University
Gothenburg, Sweden 412–92
and Blekinge Institute of Technology
Karlskrona, Sweden 371–79
richard.torkar@cse.gu.se
Robert Feldt
Blekinge Institute of Technology
Karlskrona, Sweden 371–79
robert.feldt@bth.se
