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Publications (10 of 92) Show all publications
Šmite, D. & Moe, N. B. (2024). Defining a Remote Work Policy: Aligning Actions and Intentions. In: Philippe Kruchten, Peggy Gregory (Ed.), Agile Processes in Software Engineering and Extreme Programming - Workshops: . Paper presented at 23rd International Conferences on Agile Software Development, XP 2022, 13-17 June 2022, Copenhagen, and 24th International Conferences on Agile Software Development, XP 2023, 13-16 June 2023, Amsterdam. (pp. 149-158). Springer Science+Business Media B.V., 489
Open this publication in new window or tab >>Defining a Remote Work Policy: Aligning Actions and Intentions
2024 (English)In: Agile Processes in Software Engineering and Extreme Programming - Workshops / [ed] Philippe Kruchten, Peggy Gregory, Springer Science+Business Media B.V., 2024, Vol. 489, p. 149-158Conference paper, Published paper (Refereed)
Abstract [en]

After the long period of forced work from home, many knowledge workers have not only developed a strong habit of remote work, but also consider flexibility as their personal right and no longer as a privilege. Existing research suggest that the majority prefers to work two or three days per week from home and are likely to quit or search for a new job if forced to return to full time office work. Given these changes, companies are challenged to alter their work policies and satisfy the employee demands to retain talents. The subsequent decrease in office presence, also calls for transformations in the offices, as the free space opens up opportunities for cutting the rental costs, as well as the other expenses related to office maintenance, amenities, and perks. In this paper, we report our findings from comparing work policies in three Nordic tech and fintech companies and identify the discrepancies in the way the corporate intentions are communicated to the employees. We discuss the need for a more systematic approach to setting the goals behind a revised work policy and aligning the intensions with the company’s actions. Further, we discuss the need to resolve the inherent conflicts of interest between the individual employees (flexibility, individual productivity, and well-being) and the companies (profitability, quality of products and services, employee retention, attractiveness in the job market). © 2024, The Author(s).

Place, publisher, year, edition, pages
Springer Science+Business Media B.V., 2024
Series
Lecture Notes in Business Information Processing, ISSN 18651348
Keywords
Flexibility, Flexible work policy, Hybrid work, Management, Remote work, Teams, WFH, Work from home, Action and intention, Knowledge workers, Office works, Team, Human resource management
National Category
Work Sciences
Identifiers
urn:nbn:se:bth-25927 (URN)10.1007/978-3-031-48550-3_15 (DOI)2-s2.0-85181977930 (Scopus ID)9783031485497 (ISBN)
Conference
23rd International Conferences on Agile Software Development, XP 2022, 13-17 June 2022, Copenhagen, and 24th International Conferences on Agile Software Development, XP 2023, 13-16 June 2023, Amsterdam.
Projects
WorkFlex
Funder
The Research Council of Norway, 309344Knowledge Foundation, 2022/0047
Available from: 2024-01-29 Created: 2024-01-29 Last updated: 2024-01-30Bibliographically approved
Tkalich, A., Šmite, D., Andersen, N. H. & Moe, N. B. (2024). What Happens to Psychological Safety When Going Remote?. IEEE Software, 41(1), 113-122
Open this publication in new window or tab >>What Happens to Psychological Safety When Going Remote?
2024 (English)In: IEEE Software, ISSN 0740-7459, E-ISSN 1937-4194, Vol. 41, no 1, p. 113-122Article in journal (Refereed) Published
Abstract [en]

Psychological safety is a precondition for learning and success in software teams. But what happens to psychological safety when work becomes remote? In this article, we explore how Norwegian software developers experienced remote work under the pandemic and after restrictions were waved and describe simple behaviors and attitudes related to psychological safety. We pay special attention to work arrangements in which team members alternate days in the office with days working remotely. Our key takeaway is that psychological safety is enabled by spontaneous interaction, which is easy to facilitate in the office and hard to facilitate remotely. Our findings lead us to recommend that team members align their work modes to increase chances for spontaneous interaction in the office while benefiting from the increased focus associated with working remotely. Author

Place, publisher, year, edition, pages
IEEE Computer Society, 2024
Keywords
Collaboration, Employment, Interviews, Pandemics, Psychology, Safety, Software, Interview, Pandemic, Psychological safety, Software developer, Software teams, Spontaneous interaction, Team members
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-24179 (URN)10.1109/MS.2022.3225579 (DOI)001132030400014 ()2-s2.0-85144788766 (Scopus ID)
Funder
The Research Council of Norway, 309344
Note

open access

Available from: 2023-01-12 Created: 2023-01-12 Last updated: 2024-02-05Bibliographically approved
Zabardast, E., Gonzalez-Huerta, J., Gorschek, T., Šmite, D., Alégroth, E. & Fagerholm, F. (2023). A taxonomy of assets for the development of software-intensive products and services. Journal of Systems and Software, 202, Article ID 111701.
Open this publication in new window or tab >>A taxonomy of assets for the development of software-intensive products and services
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2023 (English)In: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 202, article id 111701Article in journal (Refereed) Published
Abstract [en]

Context:Developing software-intensive products or services usually involves a plethora of software artefacts. Assets are artefacts intended to be used more than once and have value for organisations; examples include test cases, code, requirements, and documentation. During the development process, assets might degrade, affecting the effectiveness and efficiency of the development process. Therefore, assets are an investment that requires continuous management.

Identifying assets is the first step for their effective management. However, there is a lack of awareness of what assets and types of assets are common in software-developing organisations. Most types of assets are understudied, and their state of quality and how they degrade over time have not been well-understood.

Methods:We performed an analysis of secondary literature and a field study at five companies to investigate and identify assets to fill the gap in research. The results were analysed qualitatively and summarised in a taxonomy.

Results:We present the first comprehensive, structured, yet extendable taxonomy of assets, containing 57 types of assets.

Conclusions:The taxonomy serves as a foundation for identifying assets that are relevant for an organisation and enables the study of asset management and asset degradation concepts.

Place, publisher, year, edition, pages
Elsevier, 2023
Keywords
Assets in software engineering, Asset management in software engineering, Assets for software-intensive products or services, Taxonomy
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-24426 (URN)10.1016/j.jss.2023.111701 (DOI)000984121100001 ()2-s2.0-85152899759 (Scopus ID)
Funder
Knowledge Foundation, 20170176Knowledge Foundation, 20180010
Available from: 2023-04-11 Created: 2023-04-11 Last updated: 2023-06-02Bibliographically approved
Moe, N. B., Stray, V., Šmite, D. & Mikalsen, M. (2023). Attractive Workplaces: What Are Engineers Looking for?. IEEE Software, 40(5), 85-93
Open this publication in new window or tab >>Attractive Workplaces: What Are Engineers Looking for?
2023 (English)In: IEEE Software, ISSN 0740-7459, E-ISSN 1937-4194, Vol. 40, no 5, p. 85-93Article in journal (Refereed) Published
Abstract [en]

Competing for talents requires a conscious effort to offer an attractive workplace, which, until recently, involved increasing employee empowerment and engagement and offering opportunities for bottom-up innovation. Today, this is not sufficient, pushing tech companies to harmonize existing strategies with remote work.

Place, publisher, year, edition, pages
IEEE Computer Society, 2023
Keywords
Companies, Software, Market research, Teamwork, Remote working, Surveys, Pandemics
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:bth-25599 (URN)10.1109/MS.2023.3276929 (DOI)001085299800010 ()
Funder
The Research Council of Norway, 309344
Available from: 2023-11-13 Created: 2023-11-13 Last updated: 2023-11-13Bibliographically approved
Šmite, D. (2023). Conflicting Interests in the Hybrid Workplace: Five Perspectives to Consider. In: Mendez D., Winkler D., Winkler D., Kross J., Biffl S., Bergsmann J. (Ed.), Software Quality: Higher Software Quality through Zero Waste Development. Paper presented at 15th International Conference on Software Quality, SWQD 2023, Munich, 23 May 2023 25 May 2023 (pp. 3-13). Springer Science+Business Media B.V., 472
Open this publication in new window or tab >>Conflicting Interests in the Hybrid Workplace: Five Perspectives to Consider
2023 (English)In: Software Quality: Higher Software Quality through Zero Waste Development / [ed] Mendez D., Winkler D., Winkler D., Kross J., Biffl S., Bergsmann J., Springer Science+Business Media B.V., 2023, Vol. 472, p. 3-13Conference paper, Published paper (Refereed)
Abstract [en]

One clear legacy from the COVID-19 pandemic is the widespread adoption of remote work and flexible work arrangements, especially in tech companies. However, the practicability of remote working has raised a significant debate. The preferences for remote work vary greatly even among the employees of the same company. Individual wishes for remote vs office work can be often found anywhere on the spectrum from fully remote work to fully onsite with the hybrid working options of a varying degree in the middle. The most obvious common denominator in this situation is full flexibility, i.e., letting people decide when they want to work where. However, such one-fits-all strategy does not really fit anybody. Instead, it gives rise to several inherent conflicts of interest. In this position paper, we summarize opinions and experiences about remote work in five fictional personas as collective images based on extensive research: quantitative data, research interviews, and informal discussions with both employees and managers in tech companies, including Spotify, Ericsson, Telenor, Tieto, SONY, and many others. We conclude that increased flexibility at work leads to the conflict of individual interests of increased personal flexibility, team interest of efficient teamwork and corporate interests of preserving efficiency, company culture, and retaining the talents. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Place, publisher, year, edition, pages
Springer Science+Business Media B.V., 2023
Series
Lecture Notes in Business Information Processing, ISSN 1865-1348, E-ISSN 1865-1356 ; 472
Keywords
Hybrid work, Managers, Remote work, WFH, Work-from-home, COVID-19, Common denominators, Conflicts of interest, Office works, Remote working, Spectra's, VS Office, Human resource management
National Category
Work Sciences
Identifiers
urn:nbn:se:bth-24972 (URN)10.1007/978-3-031-31488-9_1 (DOI)2-s2.0-85161230179 (Scopus ID)9783031314872 (ISBN)
Conference
15th International Conference on Software Quality, SWQD 2023, Munich, 23 May 2023 25 May 2023
Available from: 2023-06-26 Created: 2023-06-26 Last updated: 2023-06-26Bibliographically approved
Šmite, D., Moe, N. B., Floryan, M., Gonzalez-Huerta, J., Dorner, M. & Sablis, A. (2023). Decentralized decision-making and scaled autonomy at Spotify. Journal of Systems and Software, 200, Article ID 111649.
Open this publication in new window or tab >>Decentralized decision-making and scaled autonomy at Spotify
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2023 (English)In: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 200, article id 111649Article in journal (Refereed) Published
Abstract [en]

While modern software companies strive to increase team autonomy to enable them to successfully operate the piece of software they develop and deploy, efficient ways to orchestrate the work of multiple autonomous teams working in parallel are still poorly understood. In this paper, we report how team autonomy is maintained at Spotify at scale, based on team retrospectives, interviews with team managers and archival analysis of corporate databases and work procedures. In particular, we describe how managerial authority is decentralized through various workgroups with collective authority, what compromises are made to team autonomy to ensure alignment and which team-related factors can further hinder autonomy. Our findings show that scaled autonomy at Spotify does not mean anarchy, or unlimited permissiveness. Instead, squads are expected to take responsibility for their work and coordinate, communicate and align their actions with others, and comply with a few enabling constraints. Further, squads take many decisions independently without management control or due to collective efforts that bypass formal boundary structures. Mechanisms and strategies that enable self-organization at Spotify are related to effective sharing of the codebase, achieving alignment, networking and knowledge sharing, and are described to guide other companies in their efforts to scale autonomy. © 2023 The Author(s)

Place, publisher, year, edition, pages
Elsevier, 2023
Keywords
Decision making, Human resource management, Coordination, Decentralized decision-making, Enabling constraint, Large-scale software development, Large-scales, Scaled autonomy, Scaling agile, Scalings, Software company, The spotify model, Software design, Enabling constraints
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-24390 (URN)10.1016/j.jss.2023.111649 (DOI)000992126800001 ()2-s2.0-85149631583 (Scopus ID)
Funder
Knowledge Foundation, 20190087Knowledge Foundation, 20170176The Research Council of Norway, 309344
Available from: 2023-03-23 Created: 2023-03-23 Last updated: 2023-06-19Bibliographically approved
Šmite, D., Moe, N. B., Klotins, E. & Gonzalez-Huerta, J. (2023). From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework. Journal of Systems and Software, 195, Article ID 111509.
Open this publication in new window or tab >>From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework
2023 (English)In: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, article id 111509Article in journal (Refereed) Published
Abstract [en]

The COVID-19 outbreak has admittedly caused interruptions to production, transportation, and mobility, therefore, having a significant impact on the global supply and demand chain's well-functioning. But what happened to companies developing digital services, such as software? How has the enforced Working-From-Home (WFH) mode impacted their ability to deliver software, if at all? This article shares our findings from monitoring the WFH during 2020 in an international software company with engineers located in Sweden, the USA, and the UK. We analyzed different aspects of productivity, such as developer job satisfaction and well-being, activity, communication and collaboration, efficiency and flow based on the archives of commit data, calendar invites, Slack communication, the internal reports of WFH experiences, and 30 interviews carried out in April/May and September 2020. We add more objective evidence to the existing COVID-19 studies the vast majority of which are based on self-reported productivity from the early months of the pandemic. We find that engineers continue committing code and carrying out their daily duties, as their routines adjust to “the new norm”. Our key message is that software engineers can work from home and quickly adjust their tactical approaches to the changes of unprecedented scale. Further, WFH has its benefits, including better work-life balance, improved flow, and improved quality of distributed meetings and events. Yet, WFH is not challenge free: not everybody feels equally productive working from home, work hours for many increased, while physical activity, socialization, pairing and opportunities to connect to unfamiliar colleagues decreased. Information sharing and meeting patterns also changed. Finally, experiences gained during the pandemic will have a lasting impact on the future of the workplace. The results of an internal company-wide survey suggest that only 9% of engineers will return to work in the office full time. Our article concludes with the InterSoft's strategy for work from anywhere (WFX), and a list of useful adjustments for a better WFH. © 2022 The Author(s)

Place, publisher, year, edition, pages
Elsevier, 2023
Keywords
Engineers, Job satisfaction, Productivity, Software engineering, Case-studies, Digital services, Empirical studies, Global supply chain, Production transportation, Software company, Supply and demand chains, Telework, Working from home, Working-from-home, COVID-19, Case study, Empirical study, WFH
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-23761 (URN)10.1016/j.jss.2022.111509 (DOI)000875668800002 ()2-s2.0-85139327922 (Scopus ID)
Funder
Knowledge Foundation, 20190087Knowledge Foundation, 20170176Knowledge Foundation, 20180010The Research Council of Norway, 309344The Research Council of Norway, 267704
Note

open access

Available from: 2022-10-21 Created: 2022-10-21 Last updated: 2022-12-13Bibliographically approved
Šmite, D., Christensen, E. L., Tell, P. & Russo, D. (2023). The Future Workplace: Characterizing the Spectrum of Hybrid Work Arrangements for Software Teams. IEEE Software, 40(2), 34-41
Open this publication in new window or tab >>The Future Workplace: Characterizing the Spectrum of Hybrid Work Arrangements for Software Teams
2023 (English)In: IEEE Software, ISSN 0740-7459, E-ISSN 1937-4194, Vol. 40, no 2, p. 34-41Article in journal (Refereed) Published
Abstract [en]

The better-than-expected forced working from home (WFH) experiences coupled with investments enabling remote work during the pandemic motivated many employees to continue WFH occasionally, often, or entirely. Many organizations adjust their policies to increase flexibility as reported in numerous news outlets, articles, blogs, and channels dedicated to future workplace. The studies praise the flexibility given to individuals and the increase in the work-life balance but also warn about the alienation of staff members, decreased team cohesion and sense of belonging, as well as dilution of the corporate culture. This article systemizes a spectrum of emerging work arrangements for teams, including hybrid teams, partially aligned teams and, more importantly, variegated teams with fully aligned alternation of office presence. Our team typology is based on the practical insights from ‘Alpha,’ ‘InterSoft,’ Valtech, IBM, Brandwatch, and Ericsson and provides a nuanced vocabulary for organizations to start reasoning about the future work arrangements. IEEE

Place, publisher, year, edition, pages
IEEE Computer Society, 2023
Keywords
Pandemic, Schedule, Sense of belonging, Software, Software teams, Spectra's, Staff members, Teleworking, Vocabulary, Work-life balance, Companies, Employment, Pandemics, Schedules
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-24284 (URN)10.1109/MS.2022.3230289 (DOI)000999473600001 ()2-s2.0-85146237428 (Scopus ID)
Available from: 2023-02-13 Created: 2023-02-13 Last updated: 2023-09-21Bibliographically approved
Šmite, D. & Moe, N. B. (2023). The Role of Responsiveness to Change in Large Onboarding Campaigns. In: Stettina C.J., Garbajosa J., Kruchten P. (Ed.), Agile Processes in Software Engineering and Extreme Programming: . Paper presented at 24th International Conference on Agile Software Development, XP 2023, Amsterdam, 13 June through 16 June 2023 (pp. 132-148). Springer Science+Business Media B.V., 475
Open this publication in new window or tab >>The Role of Responsiveness to Change in Large Onboarding Campaigns
2023 (English)In: Agile Processes in Software Engineering and Extreme Programming / [ed] Stettina C.J., Garbajosa J., Kruchten P., Springer Science+Business Media B.V., 2023, Vol. 475, p. 132-148Conference paper, Published paper (Refereed)
Abstract [en]

Onboarding is a process of organizational socialization of the new hires, that includes recruitment, orientation, training, coaching and support. While onboarding individuals into an organization is a rather straightforward task, little is known about 1) onboarding hundreds of developers and 2) doing it on a distance in outsourcing situations. Furthermore, the subject of sustainable growth with respect to organizational capabilities and culture is often overlooked. This paper reports findings from an exploratory multi-case study of two large onboarding campaigns. We collected empirical data from interviews, retrospectives, onboarding documentation and onsite visits. Based on the empirical study, onboarding hundreds of software engineers in a complex agile product development environment which lacks documentation and puts high demands on engineers’ knowledge and skills is a challenging and costly endeavor. To save the costs and for practical reasons, large-scale onboarding is organized in batches with the first batch trained onsite, and the later batches trained internally. We report challenges faced in the two cases and discuss possible solutions. One core finding is that a good plan combined with the organizational agility, i.e., the responsiveness to change, together with organizational maturity determined the success of organizational scaling. The presented cases contribute to the scarce research on knowledge transfer and onboarding in a large-scale agile context. © 2023, The Author(s).

Place, publisher, year, edition, pages
Springer Science+Business Media B.V., 2023
Series
Lecture Notes in Business Information Processing, ISSN 1865-1348, E-ISSN 1865-1356 ; 475
Keywords
Case study, Empirical, Large-Scale Agile, Onboarding, Scaling, Software Engineering, Sustainable Organizational Growth, Teams, Training, Knowledge management, Sustainable development, Case-studies, Large-scales, Organisational, Scalings, Sustainable growth, Team
National Category
Software Engineering
Identifiers
urn:nbn:se:bth-24973 (URN)10.1007/978-3-031-33976-9_9 (DOI)2-s2.0-85161229963 (Scopus ID)9783031339752 (ISBN)
Conference
24th International Conference on Agile Software Development, XP 2023, Amsterdam, 13 June through 16 June 2023
Available from: 2023-06-26 Created: 2023-06-26 Last updated: 2023-06-26Bibliographically approved
Šmite, D., Moe, N. B., Hildrum, J., Gonzalez-Huerta, J. & Mendez, D. (2023). Work-from-home is here to stay: Call for flexibility in post-pandemic work policies. Journal of Systems and Software, 195, Article ID 111552.
Open this publication in new window or tab >>Work-from-home is here to stay: Call for flexibility in post-pandemic work policies
Show others...
2023 (English)In: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, article id 111552Article in journal (Refereed) Published
Abstract [en]

In early 2020, the Covid-19 pandemic forced employees in tech companies worldwide to abruptly transition from working in offices to working from their homes. During two years of predominantly working from home, employees and managers alike formed expectations about what post-pandemic working life should look like. Many companies are experimenting with new work policies that balance employee- and manager expectations regarding where, when and how work should be done in the future. In this article, we gather experiences of the new trend of remote working based on the synthesis of 22 company-internal surveys of employee preferences for WFH, and 26 post-pandemic work policies from 17 companies and their sites, covering 12 countries in total. Our results are threefold. First, through the new work policies, all companies formally give employees more flexibility regarding working time and location. Second, there is a great variation in how much flexibility the companies are willing to yield to the employees. The paper details the different formulations that companies adopted to document the extent of permitted WFH, exceptions, relocation permits and the authorisation procedures. Third, we document a change in the psychological contract between employees and managers, where the option of working from home is converted from an exclusive perk that managers could choose to give to the few, to a core privilege that all employees feel they are entitled to. Finally, there are indications that as the companies learn and solicit feedback regarding the efficiency of the chosen strategies, we will see further developments and changes in the work policies concerning how much flexibility to work whenever and from wherever they grant. Through these findings, the paper contributes to a growing literature about the new trends emerging from the pandemic in tech companies and spells out practical implications onwards. © 2022 The Author(s)

Place, publisher, year, edition, pages
Elsevier, 2023
Keywords
Human resource management, Managers, Authorization procedure, Hybrid workplace, Post-pandemic, Psychological contracts, Remote work, Remote working, Work from anywhere, Work from home, Working life, Working time, Surveys, Survey
National Category
Work Sciences
Identifiers
urn:nbn:se:bth-24019 (URN)10.1016/j.jss.2022.111552 (DOI)000906907300004 ()2-s2.0-85142142102 (Scopus ID)
Funder
Knowledge Foundation, 20190087Knowledge Foundation, 20180010Knowledge Foundation, 20170176The Research Council of Norway, 309344The Research Council of Norway, 321477
Note

open access

Available from: 2022-12-02 Created: 2022-12-02 Last updated: 2023-02-02Bibliographically approved
Projects
Governance in large-scale distributed agile projects - GOLD [20160191]; Blekinge Institute of Technology; Publications
Moe, N. B., Šmite, D., Paasivaara, M. & Lassenius, C. (2021). Finding the sweet spot for organizational control and team autonomy in large-scale agile software development. Empirical Software Engineering, 26(5), Article ID 101. Šmite, D., Gonzalez-Huerta, J. & Moe, N. B. (2020). “When in Rome, do as the romans do”: cultural barriers to being agile in distributed teams. In: Stray V.,Hoda R.,Paasivaara M.,Kruchten P. (Ed.), Lecture Notes in Business Information Processing AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2020): . Paper presented at 21st International Conference on Agile Software Development, XP 2020, Copenhagen, Denmark, 8 June 2020 through 12 June 2020 (pp. 145-161). Springer, 383Šmite, D. & Numminen, E. (2019). Fair comparison of developing software in different locations: Dynamic decision model. World Review of Intermodal Transportation Research (WRITR), 8(2), 97-122
SCALEWISE- Support for continuous growth in large-scale distributed software development [20190087]; Blekinge Institute of Technology; Publications
Šmite, D., Moe, N. B., Floryan, M., Gonzalez-Huerta, J., Dorner, M. & Sablis, A. (2023). Decentralized decision-making and scaled autonomy at Spotify. Journal of Systems and Software, 200, Article ID 111649. Šmite, D., Moe, N. B., Klotins, E. & Gonzalez-Huerta, J. (2023). From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework. Journal of Systems and Software, 195, Article ID 111509. Šmite, D., Moe, N. B., Hildrum, J., Gonzalez-Huerta, J. & Mendez, D. (2023). Work-from-home is here to stay: Call for flexibility in post-pandemic work policies. Journal of Systems and Software, 195, Article ID 111552. Šmite, D., Tkalich, A., Moe, N. B., Papatheocharous, E., Klotins, E. & Pettersen Buvik, M. (2022). Changes in perceived productivity of software engineers during COVID-19 pandemic: The voice of evidence. Journal of Systems and Software, 186, Article ID 111197. Šmite, D., Mikalsen, M., Moe, N. B., Stray, V. & Klotins, E. (2021). From Collaboration to Solitude and Back: Remote Pair Programming During COVID-19. In: Gregory P., Lassenius C., Wang X., Kruchten P. (Ed.), AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2021): . Paper presented at 22nd International Conference on Agile Software Development, XP 2021, Virtual, Online, 14 June 2021 - 18 June 2021 (pp. 3-18). Springer Science and Business Media Deutschland GmbH
WorkFlex [20220047]; Blekinge Institute of Technology
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-1744-3118

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