This chapter aims to explore Management Control Systems (MCS) resulting from the implementation of agile development methods, relying on an established MCS taxonomy. An abductive approach was adopted, considering the shortage of research evaluating the post-adoption effects of agile methods. Four organizations from an international telecommunication firm that implemented agile methods were involved, and 44 individual semi-structured interviews were performed. In addition, 121 free comments from a global survey to the same organizations were used as secondary data. The paper indicates how Scrum, a widespread agile method, implicitly brings multiple enforcing levers of control to a team’s self-regulatory learning processes.
There are no comments yet. You can post the first one!
Post a comment
Please log in to use this service. Login as Wageningen University & Research user or guest user in upper right hand corner of this page.