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Issue No.05 - September/October (2000 vol.17)
pp: 82-87
ABSTRACT
Traditional ways of developing software and improving the software process rely on theories that assume that the environment is predictable. However, for most small software organizations the environment is constantly changing and often unpredictable. The author explores improvisation and its role in smaller companies.
CITATION
Tore Dybå, "Improvisation in Small Software Organizations", IEEE Software, vol.17, no. 5, pp. 82-87, September/October 2000, doi:10.1109/52.877872
REFERENCES
1. P.R. Berliner, Thinking in Jazz: The Infinite Art of Improvisation, Univ. of Chicago Press, Chicago, 1994.
2. M.A. Ould, "CMM and ISO 9001," Software Process: Improvement and Practice, Vol. 2, No. 4, Dec. 1996, pp. 281-289.
3. R.L. Glass, Software Creativity, Prentice Hall, Englewood Cliffs, N.J., 1995.
4. W.S. Humphrey, Managing Technical People: Innovation, Teamwork, and the Software Process, Addison-Wesley, Reading, Mass., 1997.
5. D.A. Schön, The Reflective Practitioner: How Professionals Think in Action, Basic Books, New York, 1983.
6. J.G. March, "Exploration and Exploitation in Organizational Learning," Organization Science, Vol. 2, No. 1, Feb. 1991, pp. 71-87.
7. D.A. Levinthal and J.G. March, "The Myopia of Learning," Strategic Management J., Vol. 14, Winter 1993, pp. 95-112.
8. T.K. Abdel-Hamid and S.E. Madnick, "The Elusive Silver Lining: How We Fail to Learn from Software Development Failures," Sloan Management Rev., Vol. 32, No. 1, Fall 1990, pp. 39-48.
9. F.J. Barrett, "Creativity and Improvisation in Jazz and Organizations: Implications for Organizational Learning," Organization Science, Vol. 9, No. 5, 1998, pp. 605-622.
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