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Agility is increasingly being seen as an essential element underlying the effectiveness of globally distributed information systems development (ISD) teams today. However, for a variety of reasons, such teams are often unable develop and enact agility in dealing with changing situations. This paper seeks to provide a deeper understanding of agility through an intensive study of the distributed ISD experience in TECHCOM, an organization widely recognized for its excellence in IT development and use. The study reveals that agility should be viewed as a multifaceted concept having three dimensions: resource, process, and linkage. Resource agility is based on the distributed development team's access to necessary human and technological resources. Process agility pertains to the agility that originates in the team's systems development method guiding the project, its environmental scanning, and sense-making routines to anticipate possible crises, and its work practices enabling collaboration across time zones. Linkage agility arises from the nature of interactional relationships within the distributed team and with relevant project stakeholders, and is composed of cultural and communicative elements. The paper highlights some of the difficulties in developing agility in distributed ISD settings, provides actionable tactics, and suggests contingencies wherein different facets of agility may become more (or less) critical.
Sarker et al. (Wed,) studied this question.