sharing and sourcing knowledge in
a system management context, and
identifies strategies for optimizing
•Forsgren, Durcikova, Clay, and
Wang. Communications of the AIS5
Identifies the most important system and information characteristics of
tools for users who maintain systems.
• Dennis, Samuel, and McNamara.
Journal of Information Technology1
Highlights that maintenance effort
should be considered during the design phase and calls this DFM (design
for maintenance). The authors present
insights into how the links among documents should affect both the maintenance effort and use.
• Sharma and Rai. European Journal
of Information Systems19
Investigates how an organization’s
computer-aided software engineering
adoption decision is influenced by individual factors of IS leaders and technological factors.
• Shaft and Vessey. Journal of Management Information Systems18
Aims to examine software maintenance as interlinking comprehension
and modification; the relationship
between these two factors is moderated by cognitive fit.
• Trigg and Bødker. ACM Conference
on Computer Supported Cooperative
Examines how people tailor their
shared PC environment and presents
an understanding of how software
development tailoring can be helpful
in designing systems that better fit
•Lwakatare et al. Hawaii International Conference on System Sciences15
Investigates key challenges of DevOps
adoption in embedded system domains.
• Wiedemann and Wiesche.
European Conference on Information Systems22
Presents an ideal skill set that DevOps
team members should adopt to manage the software delivery life cycle.
Implementing DevOps presents sever-
al challenges. First, technology—and
the resulting organizational transfor-
mation—is difficult, but strong lead-
ership can help. As many practitioners
benefit from the learning of others
and improve faster. While others have
pointed out that sharing is possible
in any domain and any methodology,
DevOps has adopted this as a cultural
norm, and many in the industry report
that the field is much more collabora-
tive than their prior work in tech.
Internal collaboration may include
work shadowing or job swapping: de-
velopers are involved in operations and
maintenance activities (for example,
developers may even “take the pager”),
and operations engineers rotate in to
development and test roles, learning
essential components of design and
test work. In many cases, all cross-func-
tional team members participate in
the same meetings, which gives them
shared context. Cross-industry sharing
often takes places at conferences, with
dozens of DevOps Days and other com-
munity-organized events sprouting up
around the world.
The application of these principles
leads to better outcomes: for indi-
viduals (seen in reduced burnout and
greater job satisfaction), for teams
(seen in better software delivery out-
comes and better team cultures), and
for organizations (seen in improved
performance in measures such as
profitability, productivity, customer
satisfaction, and efficiency. 7, 21
Although DevOps has been an important movement in industry for
more than a decade, it has not received
much attention from the academic
community until recently. And while
CALMS principles are not always referred to using these terms, they do appear in existing research (for example,
Fitzgerald and Stol3).
The core insights of some prior Dev
Ops-related research follow:
• Fitzgerald and Stol. The Journal of
Systems and Software3
Presents a continuous software-engineering pipeline and a research
agenda for different continuous processes including DevOps and BizDev
(business strategy and development).
•Forsgren, Sabherwal, and Durcikova. European Journal of Information
Highlights the roles adopted when
changes inside an
organization can be
a more difficult and