294 papers indexed here
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Common misconceptions of affects when dealing with job satisfaction, motivation, commitment, well-being, and happiness are provided; validated measurement instruments for affect measurement; and recommendations when measuring the affects of software developers are provided.
This paper conducts a qualitative interpretive study based on face-to-face open-ended interviews, in-field observations, and e-mail exchanges to construct a novel explanatory theory of the impact of affects on development performance.
It is found that what perceived as biggest challenges by software startups do vary across different life cycle stages, even though its significance decreases when the learning focuses of the startups move from problem to solution and their products mature.
Software startup companies develop innovative, software-intensive products within limited timeframes and with few resources, searching for sustainable and scalable business models.
A case study of a large software company was conducted to examine how a new product was developed through the internal startup effort and struggled to achieve the desired outcomes set by the management, and the conceptual framework was developed into a Lean startup-enabled new product development model for large software companies.
It is found that roles of MVPs in startups were not fully aware by entrepreneurs, and entrepreneurs should consider a systematic approach to fully explore the value of MVP, as a multiple facet product (MFP).
This study conducts a case survey study based on the secondary data of the major pivots happened in 49 software startups, and demonstrates that customer need pivot is the most common among all pivot types.
The results are packaged in the Greenfield Startup Model (GSM), which explains the priority of startups to release the product as quickly as possible, and the need to shorten time-to-market, by speeding up the development through low-precision engineering activities.
The initial findings show that different software startups make different types of pivots related to business and technology during their product development life cycle, which are triggered by various factors including negative customer feedback.
This paper reports a study where realism was combined with control over certain context and process factors to identify the most important relationships among process, context and outcome.
It is proposed that early contract-based activities could be transformed into a long-term partnership by adopting a startup boundary spanner's role, establishing an inter-personal relationship and maintaining a mutual commitment.
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