We are delighted to highlight a new publication by Dr. Christian Mahringer (Dep. II, Business Administration and Organization) in collaboration with Prof. Dr. Anja Danner-Schröder from RPTU Kaiserslautern in the prestigious Academy of Management Journal. The paper examines how interfaces between different work areas—so-called routine clusters—can be designed in agile software development teams.
The study is based on an ethnographic investigation in a high-tech company that reorganized its existing team structure. The goal was to transform an initial agile team into two largely autonomous units—facing the challenge of developing new interfaces between these areas.
Key Findings of the Study:
- Design as a dynamic process: When tasks are divided into multiple sub-areas, new interdependencies emerge. Therefore, interface design is not a one-time act but an ongoing process closely linked to daily work.
- Design through everyday routines: Interfaces do not solely result from formal planning but often emerge directly in the execution of daily tasks. Thus, design is an activity embedded in practice.
- Resource sharing requires active effort: Assuming that resources like knowledge or software tools can be shared effortlessly is too simplistic. Instead, active effort is essential to make these resources accessible and usable for everyone.
- Different forms of interface work: The design process includes both short-term problem-solving and long-term structural adjustments—such as modified scheduling or the transformation of resources.
- Increasing complexity of dependencies: The forms of collaboration evolve throughout the design process—from loose to tighter and more interdependent relationships. The study illustrates how and why this development occurs.
The findings provide valuable insights for organizing agile teamwork, particularly in technology-driven environments. They demonstrate how targeted interface design can create flexible yet well-coordinated work processes.
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