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Exploring knowledge management in agile software development organizations

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  • Carine Khalil

    (Paris Descartes University
    Cedars-Sinai Health Services Research)

  • Sabine Khalil

    (ICD Paris – International Business School)

Abstract

Knowledge represents a sustainable asset for innovative firms and specifically software industries working in unpredictable environments. Until the late 90’s, the most widely used software development approaches advocated extensive documentation and traceability. The emphasized knowledge is mainly explicit. However, with the dynamics of progress of technologies and the market changing demands, extensive planning and documentation are quickly becoming obsolete. As such, more flexible methods, called agile methods, have gained popularity. These methods value collective learning and close collaboration between team members. To this day, little research has shown how agile software development supports knowledge management initiatives. This research helps fill this gap by reviewing the related work on agile software development by focusing on and examining knowledge management initiatives in agile organizations. We developed a theoretical model of knowledge management in agile environments. Our findings highlight the way knowledge management is embedded in agile practices, including continuous communication, iterative development, knowledge repositories and engineering practices. It also emphasizes the importance of knowledge management in Information Technology development organizations.

Suggested Citation

  • Carine Khalil & Sabine Khalil, 2020. "Exploring knowledge management in agile software development organizations," International Entrepreneurship and Management Journal, Springer, vol. 16(2), pages 555-569, June.
    • Handle: RePEc:spr:intemj:v:16:y:2020:i:2:d:10.1007_s11365-019-00582-9
    DOI: 10.1007/s11365-019-00582-9
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    References listed on IDEAS

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    1. Ikujiro Nonaka, 1994. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science, INFORMS, vol. 5(1), pages 14-37, February.
    2. Fernandes, Cristina & Ferreira, João & Raposo, Mario, 2013. "Drivers to firm innovation and their effects on performance: An international comparison," MPRA Paper 46776, University Library of Munich, Germany.
    3. Valérie Fernandez & T. Houy & Carine Khalil, 2013. "Can Agile Collaboration Practices Enhance Knowledge Creation Between Cross-Functional Teams ?," Post-Print hal-02286539, HAL.
    4. Valérie Fernandez & T. Houy & Carine Khalil, 2013. "Can Agile Collaboration Practices Enhance Knowledge Creation Between Cross-Functional Teams ?," Post-Print hal-02286540, HAL.
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    Cited by:

    1. David B. Audretsch & Maksim Belitski & Rosa Caiazza & Erik E. Lehmann, 2020. "Knowledge management and entrepreneurship," International Entrepreneurship and Management Journal, Springer, vol. 16(2), pages 373-385, June.
    2. Giovanni Giachetti & José Luis la Vara & Beatriz Marín, 2023. "Mastering Agile Practice Adoption through a Model-Driven Approach for the Combination of Development Methods," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 65(2), pages 103-125, April.
    3. Patricia Fuel & Manuela Pardo-del-Val & Lorenzo Revuelto-Taboada, 2022. "Does the ideal entrepreneurial team exist?," International Entrepreneurship and Management Journal, Springer, vol. 18(3), pages 1263-1289, September.
    4. Nuria Magdalena Maier & Philip Emmerich, 2022. "Agile or Traditional Project Organization: A Quantitative Assessment of Decision Criteria among Firms in the DACH Region," Central European Business Review, Prague University of Economics and Business, vol. 2022(5), pages 67-83.

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