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  • 1. Annosi, Maria Carmela
    Regulation and Self-Regulation of Team Learning and Innovation Activities2016Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Self-regulated learning and innovation activities within teams are those processes with which team members collectively activate and sustain cognition, affects and behaviors which are systematically oriented towards the achievement of their team’s goals. Although research on self-managing teams exists, there remains considerable confusion on many issues including what self-regulation is and how regulation of self-regulated learning and innovation activities is carried out. A primary contribution of this dissertation is to introduce a theoretical framework for analysing and applying regulative actions in organizational environment. The aim of this dissertation is to advance the understanding on how regulation of self- managing team learning and innovation activities can happen starting from an analysis of the self-regulative learning processes of individuals within teams and of their own determinants.  This dissertation has  three objectives: 1) to present internal team mechanisms involved in the self-regulation  of teams’ learning activities, their interactive dynamics and their corresponding major organisational determinants; 2) to rely on this novel understanding to detect relevant regulative actions which are able to indirectly influence teams’ self-regulatory learning and innovative behaviour; 3) to offer empirical evidence of how specific regulative actions affect team learning and innovation performance. We discover that there are four major constructs associated with the regulation of teams’ learning and innovation activities: feedback loops and goals equally combining learning and performance items, networks of influence made up of managers and stakeholders interacting with teams through systematic routines, training programmes for team members, dialectical perspective on learning and innovation to force in the managerial layers. 

  • 2.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Boccardelli, P.
    Predicting team collective intention to innovate: An institutional perspective2016Conference paper (Other academic)
  • 3.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, Federica
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams2017In: Innovation Management and Computing: Ecosystems and TechnologyIdea Generation and Content Model Processing / [ed] Cyrus Nourcan, Apple Academic Press, 2017, p. 37-75Chapter in book (Refereed)
    Abstract [en]

    The development of social norms, as well as how and under which conditions social norms impact behavior, are determined by the social influence process. By leveraging the influence process we can create and handle change in self-managing teams in order to foster growth and steer team members in a positive direction, away from negative habits. At the same time, if poorly managed the developed social norms can inhibit change, and in the worst case result in conflict and resentment within the team.

    If team members feel part of a group and consider that group membership is relevant for them, they will adapt their behavior to align to the group's norms and standards, which in turn will dictate context-specific attitudes and behaviors that are appropriate for the team.

    This chapter focuses on teams’ social norms, distinguishing between descriptive- (what most others do) and injunctive (what most others approve or disapprove of) norms, investigating important moderators in the relationships between descriptive norms and behaviors, discussing the role of the social environment on the changes to and inculcation of injunctive social norms, and describing how individual team members' attributes refine the susceptibility of individuals to normative influences.

  • 4.
    Annosi, Maria Carmela
    et al.
    Ericsson Telecomunicazioni S.p.A, Italy. .
    De Pascale, Antonino
    Gross, Daniel
    Yu, Eric S.K.
    Analyzing Knowledge Transfer in Software Maintenance Organizations Using an Agent- and Goal-oriented Analysis Technique - An Experience Report2008Conference paper (Refereed)
    Abstract [en]

    Software maintenance is a knowledge intensive activity. Implementing effective knowledge management policies and structures during maintenance is therefore a key factor to improving software quality and maintenance productivity. This paper presents a novel agent and goal-oriented analysis technique that was used at Ericsson Marconi Spa to analyze the successful adoption of organizational structures and policies which greatly facilitated knowledge transfer. Utilizing this analysis technique helped to systematically represent, capture and analyze the strategic organizational relationships relevant to knowledge transfer. By capturing and analyzing such strategic relationships, it was possible to make visible the reasons why newly adopted policies and structures improved knowledge transfer, and thus helped the maintenance team to achieve significant improvements in their maintenance processes, and successfully achieve their software maintenance goals.

     

  • 5.
    Annosi, Maria Carmela
    et al.
    Ericsson Telecomunicazioni S.p.A, Italy.
    De Pascale, Antonino
    Gross, Daniel
    Yu, Eric S.K.
    Analyzing Software Process Alignment with Organizational Business Strategies Using an Agent- and Goal-oriented Analysis technique - An Experience Report2008In: Proceedings of the 3rd International  Workshop – istar08, 2008, p. 9-12Conference paper (Refereed)
    Abstract [en]

    The continuous alignment of organizational processes with an organizations’ business strategy is a key factor to its success. This paper reports on the application of the i* framework to support the continuous alignment of corrective software maintenance processes with the strategic goals of a Software Design Maintenance Organization at Ericsson Marconi Spa. Using the i* modeling framework, alignment of process elements with related business goals was successfully represented, captured and analyzed, which in turn facilitated process improvement efforts. To better deal with large i* models, a model slicing technique based on goals was introduced, which made models more readable, and contributed substantially to how the maintenance processes were analyzed and improved.

     

  • 6.
    Annosi, Maria Carmela
    et al.
    Ericsson Telecomunicazioni S.p.A, Italy.
    Di Penta, Massimiliano
    Tortora, Genny
    Managing and Assessing the Risk of Component Upgrades2012Conference paper (Refereed)
    Abstract [en]

    This paper describes the experience, carried out by Ericsson Telecomunicazioni S.p.A (Italy), in managing the migration of their legacy products towards a product line approach and, specifically, how the update of third-party software products is handled in such product lines. The paper describes the Ericsson application scenario in the development and evolution of network management products. Then, it provides an overview of how the company adopts (i) an internal toolkit to manage third party software products, with the aim of determining the impact of their updates upon variants of the network management system, and (ii) a risk management framework, which helps the developer to decide whether and when update third-party products.

  • 7.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Foss, N.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    Interaction of control systems and stakeholder networks in shaping the identities of self-managed teamsManuscript (preprint) (Other academic)
  • 8.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Foss, N.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    The interplay between the pre-existing managerial control systems and stakeholder's networks in self-managed team's identities2015Conference paper (Other academic)
  • 9.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    FOSS, Nicolai J.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, Federica
    The interaction of control systems and stakeholder networks in shaping the identities of selfmanaged teams.Manuscript (preprint) (Other academic)
    Abstract [en]

    Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: 1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; 2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and 3) the use of coordinating roles aimed at promoting, ratifying, and reinforcing the convergence of identity within the team. We analyze multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso, and macro organizational levels. We expand and refine the model in the process.

  • 10.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    FOSS, Nicolai J
    Martini, Antonella
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    A Multilevel Framework for Organizational Learning in Self-Managed Team Organizations: an abductive micro-foundations studyManuscript (preprint) (Other academic)
    Abstract [en]

    Drawing on the social cognitive learning perspective, this study advances a multilevel theory of organizational learning for team-based organizations, which integrates principles of cognition and motivation through team-level self-regulation mechanisms. We highlight and unpack these mechanisms, which have long been treated as black boxes in organizational learning research. We describe them using an empirical case from a multinational company, and we reveal their potential to affect motivation and socio-cognitive functions in self-managing teams. We also clarify the complexity of their relationships through a set of propositions and provide a definition of the team-level self-regulation mechanisms constructs.

  • 11.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Investigating the impact of agile methods on learning and innovation2013Report (Other academic)
  • 12.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, Antonella
    Peonia, Laura
    The dual control systems of agile teams: exploring knowledge management issues2014In: IFKAD 2014: 9th International Forum on Knowledge Asset Dynamics, 2014, p. 1907-1931Conference paper (Refereed)
    Abstract [en]

    Purpose - This paper aims to contribute to the exploration of micro-foundations for innovation in autonomous team-based firms. It describes how different types of management control systems influence the innovation performance of teams through an extensive field study of a large scale agile implementation. It reveals the moderating role played by different kinds of managerial control systems and by perceived time pressure on teams in the relationship between a team's absorptive capacity and its innovation performance. Design/methodology/approach - A total of 44 individual semi-structured interviews were used to collect data over three separate data collection stages conducted from August to November 2013. All data were triangulated with the qualitative content analysis results of free comments from 121 people, covering different agile roles in the same organizations as above, and embedded in a survey performed in August 2013. Due to the complexity of the topic and the lack of prior studies investigating the effect of agile implementation on team learning and innovation capabilities, an abductive research approach (Peirce, 1931) was selected as a suitable method. Originality/value - The empirical results indicate that a team's beliefs on the importance of learning strongly influence its self-regulated learning behaviours. They represent the configuration of AC meta-routines underlying the concept of absorptive capacity (Lewin et al., 2011) at the team-level, conducive to teams' exploration activities. Moreover, the antecedents for a team's exploitative and exploratory innovation activities are presented and two types of managerial controls for driving exploitative innovation activities are identified. Additionally, team-level absorptive capacity was analysed, since it is a less explored, but important construct, leading to a team's exploitative product innovation. Practical implications - This study's findings have a number of implications for practice. The results imply that autonomous team-based organizations may be better off not using one single standard control system to manage all their teams. In fact, beyond securing a team's access to knowledge, management needs to provide teams with differentiated means to develop necessary competencies and capacities for understanding, assimilating and using the knowledge they retrieve. In addition, management should influence a team's beliefs by valuing the tasks requiring innovation and transmitting sustainable values to teams through their mission and vision statements.

  • 13.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, S.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Breaking the iron cage: A multi-level perspective towards organizational control in post-bureaucratic structure2015Conference paper (Other academic)
  • 14.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, S.
    Volberda, H.
    Self-Regulated Teams, Vicarious Learning, and Innovation: The role of managerial control systems2014Conference paper (Other academic)
  • 15.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, Saeed
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness2015In:  Academy of Management conference, 2015Conference paper (Refereed)
    Abstract [en]

    In this study we investigate organizational control systems as the underpinnings of large organizations’ ability to perform after transition to a flattened and decentralized structure. We consider horizontal social control mechanisms on team level (concertive control induced by high team identification) and vertical bureaucratic managerial control mechanisms on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness of self-managing product development teams in a large company. We utilize a rich empirical data set including a multilevel multi-source survey of the members of 97 organizational teams, their internal team managers, and their higher-level managers. In contrast to some prior research findings, we find a negative effect of team’s concertive control on team’s innovativeness . In addition, managerial interactive control systems fostering a more prestigious team’s organizational image seem to strengthen the negative effect of concertive control on team’s innovativeness, while in combination with diagnostic control systems, legitimizing current external organizational team’s image, the effect of concertive control becomes positive. Interestingly, our analysis suggests that as team’s concertive control increases, managerial control systems show a converse relationship in such a way that the diagnostic control reduces and the interactive control increases the negative influence of concertive control.

  • 16.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Learning and innovation issues in agile teams: A case study2013Conference paper (Refereed)
    Abstract [en]

    The aim of this paper is to contribute to a more nuanced understanding of thebarriers that an agile/lean research and development (R&D) organization hasto overcome in order to be able to manage and apply knowledge effectively tobalance exploration and exploitation activities. It explores how people working in agile teams create, retain and transfer knowledge through theimplementation of a so-called Agile Scrum methodology. Our main findings arein the form of recommendations about the different innovation strategies firms should pursue. The links to the firm’s environmental conditions (such asorganizational culture, maturity, management practices) should allow thoseresults to be applied to other organizational contexts.We build on our understanding of the effects of agile/lean characteristics onorganizational learning and knowledge creation to propose ways to achievealignment within the firm at the operational level in order to facilitateambidextrous organizational learning through a case study of a software R&Dorganization. Data were collected from a questionnaire and interviews in aniterative process.

  • 17.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, A.
    Peonia, L.
    Agile implementation and organizational knowledge: Is there a problem?: An abductive framework2014Conference paper (Refereed)
  • 18.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, A.
    Peonia, L.
    Investigating the impact of agile control mechanisms on learning in scrum teams2014Conference paper (Refereed)
  • 19.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, Antonella
    Appio, F. P.
    Social conduct, learning and innovation: An abductive study of the dark side of agile software development2015In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed)
    Abstract [en]

    Agile methodologies have been adopted by an increasing number of organizations to improve their responsiveness. However, few studies have empirically analysed the effect of Agile on long-term organizational goals such as learning and innovation. Using an abductive approach, this study examines the relationships between self-regulated teams’ social conduct and their resulting learning and innovation. Results indicate that the perceived time pressure to get the job done greatly impedes team engagement in learning and innovation activities. Time pressure is affected by the various control strategies deriving from the implementation of Agile, which constitute its dark side: concertive, belief, diagnostic and boundary controls.

  • 20. Costal, D.
    et al.
    Lopez, L.
    Morandini, M.
    Siena, A.
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Gross, D.
    Mendez, L.
    Franch, Xavier
    Susi, Angelo
    Aligning Business Goals and Risks in OSS Adoption2015Conference paper (Other academic)
  • 21. Costal, D.
    et al.
    Lopez, L.
    Morandini, M.
    Siena, A.
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Gross, D.
    Mendez, L.
    Franch, Xavier
    Susi, Angelo
    OSS Ecosystem Risk-Driven Analysis2015Conference paper (Other academic)
  • 22. Elahi, Golnaz
    et al.
    Yu, S.K.
    Annosi, Maria Carmela
    Ericsson Software Research, Marconi SpA, Italy .
    Modeling Knowledge Transfer in a Software Maintenance Organization: - An Experienc Report and Critical Analysis2008In: Lecture Notes in Business Information Processing, ISSN 1865-1348, E-ISSN 1865-1356, p. 15-29Article in journal (Refereed)
    Abstract [en]

    Modeling notations have been introduced to help understand the why behind software processes. We ask how are these techniques being used in industrial practices? The first part of this paper reports on the experiences at an industrial software organization, Ericsson Marconi SpA, in applying imodeling to analyze knowledge transfer effectiveness for software maintenance. The modeling was done in-house without consultation with the iresearch community. In the second part of the paper, university researchers analyze the modeling experience in that organization, drawing a comparison with the usage of itypically envisaged by the research community. We found that the modeling approach used at the industry site employed smaller and simplified models, but were effective for highlighting key issues for the organization and communication. From the case study, we draw some conclusions for the future development of the imodeling approach.

  • 23. Esfahani, Hesam Chiniforooshan
    et al.
    Yu, S.K.
    Annosi, Maria Carmela
    Ericsson Software Research, Ericsson Telecomunicazioni S.p.a, Pagani, Italy.
    Capitalizing on Empirical Evidence during Agile Adoption2010In: Proceedings - 2010 Agile Conference, AGILE 2010, 2010, p. 21-24Conference paper (Refereed)
    Abstract [en]

    Despite high expectations, agile methods have not always produced the desired results. The suitability of various agile practices depends on many situational factors, such as team size, project complexity, individuals competence, etc. As agile practices have become increasingly widespread, there is a growing body of literature that reports on empirical experiences, including factors that contribute to successful or problematic adoptions. However, this considerable body of knowledge is hard for the busy practitioner to digest, synthesize, and put to practice for the specific context at hand. Our previous work introduced a repository of agile methods that provides evidential knowledge about the needed conditions (requisites) and promised benefits (objectives) of various Agile Method Fragments (AMFs). The knowledge was gathered through systematic review of empirical studies which investigated the enactment of agile methods in various project situations. This paper reports the use of repository in a software process improvement initiative in one of the R&D units of Ericsson Company in Italy.

  • 24. Esfahani, Hesam Chiniforooshan
    et al.
    Yu, S.K.
    Annosi, Maria Carmela
    Ericsson Software Research, Ericsson Telecomunicazioni S.p.a, Italy.
    Itemized Strategic Dependency: A Variant of the i* SD Model to Facilitate Knowledge Elicitation2010Conference paper (Refereed)
  • 25. Esfahani, Hesam Chiniforooshan
    et al.
    Yu, S.K.
    Annosi, Maria Carmela
    Ericsson Software Research, Ericsson Telecomunicazioni S.p.a, Pagani, Italy.
    Strategically balanced process adoption2011In: Proceedings of the 2011 International Conference on Software and Systems Process, ACM Digital Library, 2011, p. 169-178Conference paper (Refereed)
    Abstract [en]

    Software processes have an important role to play in realizing organizational strategies. When a software organization is about to decide on the adoption of a new process, it should have a clear understanding of its own strategic objectives, as well as the potentials of the new method in supporting or hindering its strategic plan. From this perspective, a successful process adoption initiative is one which provides maximum support to the strategic objectives of an organization while producing a minimum of adverse effects.

    This paper introduces the concept of Strategically Balanced Process Adoption (SBPA) for anticipating and monitoring the strategic impacts of a new process before and after its adoption. A set of techniques are proposed for the realization of SBPA, which are based on a repository of method fragments, introduced in an earlier ICSP paper. The proposed techniques are deployed in an industrial experience, where the subject organization was about to adopt a custom-designed agile process. The proposed techniques of SBPA helped the subject organization to better design the to-be process, with improved control over its enactment.

  • 26. Esfahani, Hesam Chiniforooshan
    et al.
    Yu, S.K.
    Annosi, Maria Carmela
    Ericsson Software Research, Salerno, Italy.
    Towards the Strategic Analysis of Agile Practices2011Conference paper (Refereed)
    Abstract [en]

    Abstract. Agile methods are widely believed to have the potential to improve software processes. Given the variety of agile practices, organizations face difficult decisions on which ones to adopt. Recognizing that agile adoption is often motivated by strategic concerns such as market competitiveness or responsiveness to customer needs, this paper outlines a framework for the strategic analysis of agile practices. The framework aims to support the decision making process leading to agile adoption. The framework builds upon a knowledge base of experiences collected from empirical studies. Goal modeling techniques from requirements engineering are incorporated in the form of a Strategies Graph. The graph resembles the Strategy Map from Balanced Scorecards familiar to many managers.

  • 27. Franch, Xavier
    et al.
    Kennet, R.
    Mancinelli, F.
    Susi, Angelo
    Ameller, D.
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ben-Jacob, R.
    Blumenfeld, Y.
    Franco, O. H.
    Gross, D.
    Lopez, L.
    Morandini, M.
    Hilari, M. O.
    Siena, A.
    The ACME [*] Platform for Risk Management in Open Source Software Adoption2015Conference paper (Other academic)
  • 28. Franch, Xavier
    et al.
    Susi, Angelo
    Glott, R.
    Ayala, Claudia
    Lopez, L.
    Annosi, Maria Carmela
    Ericsson Telecomunicaz, I-84016 Salerno, Italy.
    Mancinelli, F.
    Kennett, R.
    Managing Risk in Open Source Software Adoption2013In: Proceedings of the 8th International Joint Conference on Software Technologies, 2013Conference paper (Refereed)
  • 29. Fresa, Antonio
    et al.
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Forte, F.
    Corrective Maintenance Process: A Case Study from a Telecom Software Development and Maintenance Organization2003Conference paper (Refereed)
  • 30. Lopez, Lidia
    et al.
    Costal, D.
    Ayala, Claudia
    Annosi, Maria Carmela
    Ericsson Telecomunicaz, I-84016 Salerno, Italy.
    Glott, Ruedigott
    Haaland, K.
    Adoption of OSS components: A goal-oriented approach2015In: Data & Knowledge Engineering, ISSN 0169-023X, E-ISSN 1872-6933, Vol. 99, p. 17-38Article in journal (Refereed)
    Abstract [en]

    Open Source Software (OSS) has become a strategic asset for a number of reasons, such as short time-to-market software delivery, reduced development and maintenance costs, and its customization capabilities. Therefore, organizations are increasingly becoming OSS adopters, either as a result of a strategic decision or because it is almost unavoidable nowadays, given the fact that most commercial software also relies at some extent in OSS infrastructure. The way in which organizations adopt OSS affects and shapes their businesses. Therefore, knowing the impact of different OSS adoption strategies in the context of an organization may help improving the processes undertaken inside this organization and ultimately pave the road to strategic moves. In this paper, we propose to model OSS adoption strategies using a goal-oriented notation, in which different actors state their objectives and dependencies on each other. These models describe the consequences of adopting one such strategy or another: which are the strategic and operational goals that are supported, which are the resources that emerge, etc. The models rely on an OSS ontology, built upon a systematic literature review, which comprises the activities and resources that characterize these strategies. Different OSS adoption strategy models arrange these ontology elements in diverse ways. In order to assess which is the OSS adoption strategy that better fits the organization needs, the notion of model coverage is introduced, which allows to measure the degree of concordance among every strategy with the model of the organization by comparing the respective models. The approach is illustrated with an example of application in a big telecommunications company.

  • 31. Mendez, L.
    et al.
    Lopez, L.
    Ayala, Claudia
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Towards an OSS Adoption Business Impact Assessment: A goal-oriented approach2015Conference paper (Other academic)
  • 32.
    Nilsson, Susanne
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Wallin, Johanna
    Benaim, Andre
    Annosi, Maria Carmela
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Berntsson, Richard
    Ritzén, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Re-thinking Innovation Measurement to Manage Innovation-Related Dichotomies in Practice2012Conference paper (Refereed)
1 - 32 of 32
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  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf