| Summary: | 碩士 === 國立東華大學 === 資訊管理碩士學位學程 === 101 === The role of Information Systems Development (ISD) team in businesses becomes very important today, which businesses extensively rely on information systems to improve their effectiveness and efficiency. However, the unprecedented rate of change in environments and technologies has made it increasingly difficult for ISD teams to determine user requirements and respond to their changes, led to ISD project toward failure. Thus, agile management for ISD teams is called for addressing changing user requirements to improve teams’ effectiveness. This study tried to understand the relationship between Information Technologies (IT) capability and team agility, and the impact of ISD team agility on team effectiveness. Besides, ISD team members often have to communicate with users/customers or team members frequently when they encounter external or internal changes, and thereby accompany the occurrences of emotional labor. Surprisingly, little discussions about affective issues were found in past ISD research, and thus motivated us to wonder about the contingency effect among ISD team agility, emotional labor, and team effectiveness.
However, case study pertinent research is largely adopted in organizational agility literature, lacking empirical evidence and theoretical foundation to support the principles and practices of team agility. Little research has empirically examined the construct of ISD team agility in terms of its dimensions and effects on team effectiveness. Hence, this research attempts to address the above gaps by empirical survey investigating ISD teams in businesses. Data from 44 ISD teams including 167 respondents were collected during two months, and partial least squares (PLS) and hierarchical regression analysis were adopted to test hypotheses. The results suggest that IT infrastructure capability has a positive effect on ISD team agility which has a positive influence on team effectiveness. Moreover, the interactions between ISD team agility and emotional labor have contingency effects on team effectiveness. The findings provide abundant and useful implications for research and managerial practices.
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