Beyond Establishing the Four-Day Workweek: Understanding Adaptation and Long-Term Survival in an Agile Software Organization
TL;DR
This work contributes longitudinal evidence on sustaining 4DWW in agile software development and proposes two conceptual artifacts: a lifecycle model of the 4DWW and a 4DWW survival matrix, explaining how external pressures and management rationale rollback risk.
Abstract
Context: Existing research on the four-day workweek (4DWW) has primarily examined its introduction and short-term effects, with limited understanding of its long-term survival or its interaction with agile software development. Objective: We study how a reduced-hour 4DWW is introduced, adapted, institutionalized, and sustained under changing organizational and external conditions in an agile software organization. Method: We conducted a longitudinal single-case study of a software organization operating a 32-hour, four-day week. The study draws on 15 semi-structured interviews in 2022 and 2026, analyzed using qualitative content analysis. Results: The 4DWW is better understood as an evolving arrangement than a one-off intervention. After the introduction, teams redesigned coordination, communication, meetings, agile practices, and iterations to adapt to reduced working time. Once institutionalized, the 4DWW faced ownership change, economic downturn, and market and AI pressures. Rather than reverting to five-day workweek, employees absorbed these pressures through voluntary protective adaptations, while anticipating that a rollback would harm job satisfaction, organizational commitment, and employer image. Contribution: We contribute longitudinal evidence on sustaining 4DWW in agile software development and propose two conceptual artifacts: a lifecycle model of the 4DWW and a 4DWW survival matrix, explaining how external pressures and management rationale rollback risk.
