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Requi emen s Risk Managemen o Con inuous De elopmen : O ganisa ional Needs
© 2024 Sanna Kainulainen, Tuu e Tuunanen, Te o Va iainen
Published e sion
Kainulainen, Sanna; Tuunanen, Tuu e; Va iainen, Te o
Kainulainen, S., Tuunanen, T., & Va iainen, T. (2024). Requi emen s Risk Managemen o
Con inuous De elopmen : O ganisa ional Needs. Aus alasian Jou nal o In o ma ion Sys ems,
28. h ps://doi.o g/10.3127/ajis. 28.4441
2024
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
Recei ed 19 Ma 2023, accep ed 14 May 2024 a e 5 ounds o e iew wi h Ka lheinz Kau z as accep ing Edi o
1
Requi emen s Risk Managemen o Con inuous
De elopmen : O ganisa ional Needs
Sanna Kainulainen
Facul y o In o ma ion Technology, Uni e si y o Jy askyla, Jy äskylän yliopis o, Finland
Tuu e Tuunanen*
uu e. . uuna[email p o ec ed], Facul y o In o ma ion Technology, Uni e si y o Jy askyla,
Jy äskylän yliopis o, Finland
uu e. . uuna[email p o ec ed]
Te o Va iainen
School o Technology and Inno a ions, In o ma ion Sys ems Science,
Uni e si y o Vaasa, Vaasa, Finland
Abs ac
In o ma ion sys ems de elopmen has ecen ly e ol ed om adi ional o agile and
con inuous o ms. Con inuous de elopmen (CD) me hods, such as de elopmen and
ope a ions (De Ops), in eg a e many well- ega ded pa s o agile de elopmen and add
collabo a ion among an o ganisa ion’s de elopmen , ope a ions and quali y assessmen
depa men s. We a gue ha equi emen s isk managemen (RRM) poses addi ional
challenges o p ojec s whe e de elopmen wo k is ca ied ou quickly and con inuously.
Howe e , in he li e a u e, mos me hods o p io i ising equi emen s and managing isks a e
mo e sui ed o adi ional de elopmen . This aises he need o new ools and me hodologies
o mee CD challenges. As hese challenges cons an ly e ol e, p ojec managemen mus be
able o con ol CD, changes in he de e mina ion o equi emen s and he accompanying isks.
Based on a sys ema ic li e a u e e iew, we de ine he key ea u es o CD and de elop a
concep ual h ee-dimensional amewo k ha can be used o unde s and he o ganisa ional
needs o RRM o CD.
Keywo ds: Requi emen s isk managemen , Agile, Con inuous de elopmen , De elopmen
and ope a ions, De Ops, Sys ema ic li e a u e e iew.
1 In oduc ion
In o ma ion sys ems (IS) de elopmen comp ises he de elopmen ac i i ies equi ed o c ea e
an IS. ISD in ol es mul idisciplina y s akeholde collabo a ion o achie e be e ou comes.
S akeholde s in luence he complex de elopmen p ocess and a e a ec ed in u n (Ma uping
& Ma ook, 2020b; Siau e al., 2019). I c oss-sec o al collabo a ion does no wo k, i can lead o
highe equi emen isks and p ojec ailu es (Wang e al., 2016). De ining equi emen s has
always been a c i ical pa o p ojec wo k. One o he mos c i ical ac o s o mo ing a p ojec
o wa d and de ining so wa e unc ions and ea u es is iden i ying indus y-speci ic de ails
and equi emen s. In agile p ojec s, p io i ising equi emen s and in ol ing cus ome s a e
c i ical o success (S ay e al., 2019).
Today’s business cons an ly e ol es; hus, con inuous de elopmen (CD) equi emen s a e
inc easing, and CD is seen as a u u e o m o p ojec de elopmen . Ou s udy is in e es ed in
how equi emen s isk managemen (RRM) has been conside ed o CD, wha speci ic
cha ac e is ics ha e been de ined o a CD p ojec ype and wha ools and me hods should be
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
2
conside ed in isk managemen and de ini ion. P e ious s udies ha e shown ha using agile
me hods helps sol e challenges wi h adi ional me hods and imp o es pe o mance
(Lwaka a e e al., 2016). Fo example, he ex eme p og amming me hod ocuses on mee ing
cus ome equi emen s lexibly and in e ac ing wi h cus ome s du ing he de elopmen
p ocess o imp o e he p o ision and handling o con inuous eedback. Adop ing his me hod
has been a gued o equi e less ewo king han adi ional me hods and, hus, be mo e cos -
e ec i e (Iyawa, 2020).
In con as , CD ocuses on o ganisa ional change because de elopmen is con inuous and
i e a i e, wi h no de ini e end. I aims o connec he de elopmen and ope a ion domains o
imp o e so wa e de elopmen low (Hemon-Hildgen e al., 2020), add se ices o he digi al
in as uc u e and include con inuous eedback and lea ning among ac o s om di e en
o ganisa ional le els (Osmundsen & Bygs ad, 2022). While o ganisa ions con inue o mo e
away om adi ional s age ga e app oaches (Cois e al., 2014; Heems a & Kus e s, 1996;
Royce, 1987) o agile and CD app oaches (Hü e man, 2012), p ojec managemen me hods
ha e no e ol ed a he same pace. Much o he li e a u e posi s ha exis ing me hods only
sui adi ional p ojec s (Ghobadi & Ma hiassen, 2016; Jiang e al., 2006; Rache a e al., 2010;
Ramesh e al., 2010).
IS de elopmen equi es new ools and echniques because adi ional in o ma ion sys ems
de elopmen (ISD) me hods and echniques a e unsui able o mode n agile de elopmen
(Kau z e al., 2007). Agile de elopmen enables a be e unde s anding o cus ome needs and
adap a ion o oday’s needs (Cao & Ramesh, 2008; Kau z e al., 2007). Requi emen s usually
come om business needs, and changing equi emen s h ea en p ojec success i no handled
p ope ly (Ma uping e al., 2009). Ma uping e al. (2009) a gue ha e y li le guidance is
a ailable on managing eams in agile de elopmen and ha managing changing equi emen s
as e ec i ely as possible is essen ial because change is ine i able. Cao and Ramesh (2008) s a e
ha o ganisa ions need o be able o espond apidly o me ging change eques s, which a e
c i ical and a ise h oughou he so wa e de elopmen p ocess. They di e en ia e he p ocess
o agile equi emen s enginee ing (RE) om adi ional de elopmen , equi ing new me hods
o handling equi emen s.
The abo e discussion aises impo an ques ions: I many me hods and models a e based on
adi ional de elopmen , when and whe e a e equi emen s de ined a he beginning o he
p ojec (Heems a & Kus e s, 1996)? Mo e impo an ly, how should changing equi emen s be
managed and p io i ised wi h he la es pos -agile CD app oaches? We posi ha CD equi es
me hods ocusing on change and eedback (Dingsøy e al., 2019). In ou s udy, we seek o
answe he ollowing esea ch ques ion: How should equi emen isks be managed in CD, and
wha a e he o ganisa ional needs o accomplishing his?
We apply a sys ema ic li e a u e e iew (SLR) me hod o iden i y CD's cu en s a e o he a
and how i is de ined and unde s ood. Ou analysis was conduc ed om bo h IS and RE
pe spec i es.
Based on ou SLR, we cons uc a amewo k wi h dimensions desc ibing he o ganisa ional
needs o RRM o CD. These dimensions can be used o de ine a p ojec ’s aspec s om a CD
pe spec i e and de e mine whe he an o ganisa ion implemen s he c i ical CD de elopmen
ea u es and how he p ojec mee s he o ganisa ional needs o RRM o CD. The dimensions
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
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can be used o se p e e ences and p io i ies o p ojec de elopmen o mee be e CD
equi emen s, such as apid esponse and p io i isa ion o new needs.
This a icle is s uc u ed as ollows. Fi s , he heo e ical backg ound is p esen ed, and he SLR
p ocess is desc ibed. The esul s a e p esen ed he ea e . The amewo k is hen p esen ed.
Nex , we discuss he indings and implica ions o esea ch and p ac ice. We conclude by
discussing he s udy’s limi a ions and o e ing a enues o u u e esea ch.
2 Theo e ical backg ound
Wallace e al. (2004) de ine complexi y isk and equi emen isk as he echnical dimensions
o IS p ojec isks: equi emen isk desc ibes he po en ial impac o a p ojec ’s equi emen s
o equi emen managemen p ocess. I ep esen s he p obabili y o p ojec ailu e when an
IS p ojec ’s equi emen s a e unclea o highly uns able.
P ojec equi emen isk examples include missing o inco ec s akeholde s, unclea ,
incomple e, inconsis en o un ealised equi emen s, undocumen ed o inaccu a e
assump ions, business equi emen s alsely de ined as unc ional equi emen s, an inabili y o
link applicable equi emen s o business equi emen s and un alida ed equi emen s. P ojec s
based on lawed equi emen s will likely ace challenges and p oblems and may ail
(Venka esh e al., 2018; Wallace e al., 2004).
In esponse o as -changing equi emen s, agile de elopmen eme ged as a new o m o ISD
o deli e new se ices (Mangala aj e al., 2009; Ma hiassen & P ies-Heje, 2006; Olszewska &
Waldén, 2015). Agile me hodology di ides p ojec s in o phases, ocusing on con inuous
collabo a ion and de elopmen . Teams ollow a planning, implemen a ion and e alua ion
cycle (Dingsøy e al., 2019; Shimada e al., 2019).
CD, in u n, e ol ed om agile de elopmen . I ex ends agile de elopmen by ocusing on
sho con inuous lea ning and de elopmen cycles wi h a con inuous eedback loop
(Lwaka a e e al., 2016; Osmundsen & Bygs ad, 2022; Vi mani, 2015).
Ga ell (2016) s a es, “Technology has mo ed om con inuous in eg a ion o con inuous deploymen
and, inally, o con inuous deli e y” (p. 104). Con inuous in eg a ion combines se e al au ho s’
sou ce code changes in o a single so wa e p ojec . Au oma ed unc ions ensu e he code’s
co ec ness and allow quick eedback on i s quali y (Gall & Pigni, 2021; S ay e al., 2019).
Con inuous deploymen e e s o equen , au oma ed so wa e deploymen s (Gall & Pigni,
2021). Con inuous deli e y aims o sho en elease cycles by au oma ing so wa e es ing and
accep ance (Chen, 2015; Ghan ous & Gill, 2017). CD can be seen as an umb ella e m ha
includes many De Ops p ocesses, including con inuous in eg a ion, es ing, deli e y and
deploymen (Osmundsen & Bygs ad, 2022). Acco ding o Gall and Pigni (2021), ad ancing CD
is c i ical o companies because agile me hods canno deli e quali y esul s as enough due
o he ma ke ’s dynamic na u e.
In his a icle, de elopmen and ope a ions (De Ops) a e conside ed an ins an ia ion o CD in
which agile de elopmen is connec ed wi h as deli e y cycles, sho eedback loops and
au oma ion. The CD is pe cei ed as a way o o ganise unc ional uni s o achie e he necessa y
sensi i i y and esponsi eness o ma ke condi ions and demands (Ma uping & Ma ook,
2020a; Wiede mann e al., 2020). De Ops is a CD app oach ha ex ends agile p inciples o he
en i e so wa e p ocess and coope a ion be ween he ope a ions, de elopmen and quali y
assessmen domains, including es e s and quali y assu ance eams (Ebe , 2018; K ey e al.,
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
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2022; Lwaka a e e al., 2016; Osmundsen & Bygs ad, 2022; S ay e al., 2019). De Ops can also
be ega ded as a se o new p ac ices o deploying p oduc ion changes mo e e icien ly
wi hou comp omising quali y (Lwaka a e e al., 2016; Ozkaya, 2019). Appendix 1 lis s he key
concep s and de ini ions used in his a icle.
Ma uping and Ma ook (2020a) no e ha he academic li e a u e has only jus begun o
unde s and he De Ops phenomenon and i s impac s. Ghan ous and Gill’s (2017) li e a u e
e iew e ealed no uni e sal de ini ion o De Ops. Despi e he ex ensi e li e a u e on
De Ops, i does no clea ly explain wha De Ops is and lacks concep ual inclusion. This lack
is conside ed a signi ican ba ie o he mains eam adop ion o De Ops, p e en ing a
ho ough unde s anding o wha De Ops includes and means and how o ganisa ions can
success ully ansi ion o De Ops (Gall & Pigni, 2021; Hü e mann & Rosenk an z, 2019). Fo
example, K ey e al. (2022) no e ha he implemen a ion o De Ops in small and medium-
sized en e p ises has no been comp ehensi ely esea ched.
3 Resea ch Me hodology: Sys ema ic Li e a u e Re iew
We chose an SLR o his s udy, applying Ki chenham e al.’s (2010) me hod o de ine he
heo e ical backg ound. The SLR p ocess is de ailed in Appendices 2, 3 and 4. The li e a u e
e iew and analysis we e used o c ea e a concep ual amewo k, wi h each sea ch s ep adding
mo e de ailed sea ch c i e ia and u he analysis. We examined 768 a icles du ing he SLR,
wi h 83 used o de elop he amewo k.
Fi s , we sea ched Google Schola (sepa a ely o RRM and CD) o he Associa ion o IS’s
Baske o Eigh Jou nals
1
(AISBASKET8) wi h no ime limi o examine how he IS li e a u e
add esses De Ops and CD in i s op eigh publica ions. Nex , he i s au ho conduc ed he
i s coding o he selec ed a icles. This p ocess began by he i s au ho eading all he
selec ed a icles and highligh ing ex de ining he ea u es and concep s o con inuous and
agile de elopmen . Se en een a icles we e ans e ed o ATLAS. i, and se e al codes
desc ibing CD ea u es o concep s we e ex ac ed om hese a icles.
Appendix 3 includes an example o he coding p ocess. Du ing he analysis, de ining codes
in ol ed se e al sys ema ic s eps o ensu e hey accu a ely ep esen ed he key concep s and
hemes iden i ied in he li e a u e. The i s s ep in ol ed eading he a icles and highligh ing
ex s ele an o he esea ch ocus. These highligh ed ex s included i al ph ases, sen ences
o pa ag aphs ha add ess aspec s o agile, De Ops, o Con inuous De elopmen (CD). The
highligh ed ex s we e hen assigned ini ial codes by he i s au ho . These ini ial codes we e
o en desc ip i e labels ha cap u ed he essence o he highligh ed ex . Fo ins ance, a ex
discussing he impo ance o coope a ion in De Ops migh be ini ially coded as “coope a ion”.
A e ini ial coding, he codes we e e iewed and e ined o ensu e hey accu a ely
ep esen ed he highligh ed ex s. The au ho s e iewed he coding esul s oge he and
wo ked on he code p ocessing u he in a wo kshop. This in ol ed combining simila codes,
spli ing b oad codes in o mo e speci ic ones, and ensu ing consis ency in coding ac oss
di e en ex s. Fo example, codes ela ed o communica ion, coope a ion, and knowledge
1
Eu opean Jou nal o In o ma ion Sys ems, In o ma ion Sys ems Jou nal, In o ma ion Sys ems Resea ch, Jou nal o
Associa ion o In o ma ion Sys ems, Jou nal o In o ma ion Technology, Jou nal o Managemen In o ma ion Sys ems,
Jou nal o S a egic In o ma ion Sys ems and MIS Qua e ly.

Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
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sha ing we e g ouped in o a code g oup ela ed o p ojec cul u e. Each code belonged o only
one code g oup, ensu ing ha he classi ica ion was dis inc and o ganised, and each code
g oup ep esen ed a b oade ca ego y o concep s. This in ol ed a icula ing wha each g oup
encompassed and ensu ing ha all he codes wi hin a g oup we e ele an o his de ini ion.
The p ocess was i e a i e, meaning ha he i s au ho would swi ch back and o h be ween
he ex s and he codes, con inually e ining and adjus ing he codes and code g oups. This
ensu ed ha he codes aligned wi h he a icle’s con en and he esea ch objec i es.
Documen a ion was main ained h oughou he coding p ocess. This included jus i ying why
ce ain ex s we e highligh ed, speci ic codes we e assigned, and code g oups and dimensions
we e de ined. This documen a ion was c ucial o ensu ing anspa ency and ep oducibili y
o he analysis.
The inal s ep o coding in ol ed o ganising he code g oups in o mo e signi ican ,
o e a ching dimensions in a wo kshop. The all o he au ho s we e in ol ed in he p ocess o
c ea ing he dimensions. As a esul o his wo k, h ee dimensions we e buil : The i s ,
cul u e, comp ised subg oups – p ojec and o ganisa ion. The o he dimensions we e me hods
and ools, and pace and seamlessness. These dimensions p o ided a s uc u ed lens o he
analysis. Appendix 3, Table A4, lis s he codes, code g oups, and dimensions.
In summa y, de ining codes in ol ed a sys ema ic and i e a i e app oach o highligh ing
ele an ex s, assigning and e ining ini ial codes, g ouping simila codes in o hema ic code
g oups, and o ganising hese g oups in o b oade dimensions. This s uc u ed p ocess
ensu ed ha he codes accu a ely e lec ed he key concep s and hemes wi hin he li e a u e,
p o iding a obus amewo k o analysis.
IS con e ence p oceedings
2
we e simila ly handled, wi h 13 pape s coded in ATLAS. i. Nex ,
a icles ound as pa o he o iginal sea ch’s o wa d and backwa d e e ence sea ch esul s
(o he han he AISBASKET8 jou nal a icles and IS con e ence p oceedings pape s) we e
selec ed o coding.
The SLR’s i s phase ocused on IS, encoding he concep s IS esea ch ocused on in De Ops
and CD. We nex wan ed o de e mine how he IS li e a u e s udies De Ops and CD and
which concep s i ocuses on in e ms o he ea lie iden i ied amewo k dimensions. A icles
we e selec ed simila ly o he i s sea ch, esul ing in 25 pape s analysed using he de ined
esea ch lens wi h h ee new dimensions. The pu pose was o disco e how key ea u es o
agile de elopmen , De Ops and CD a e desc ibed and how he ea u es o he di e en
dimensions a e highligh ed. Appendix 2, Tables A1 and A2 lis he sea ch esul s and numbe
o selec ed a icles, pape s and con e ence p oceedings.
The ini ial esul s e ealed a lack o ocus on CD: 16 a icles (64%) ocused on me hods and
ools, 12 (48%) on cul u e/p ojec cul u e s uc u e, 7 (28%) on cul u e/o ganisa ional cul u e
s uc u e and 4 (16%) on de elopmen speed o seamlessness. Mos a icles men ioned only
adi ional de elopmen me hods; 28% men ioned agile de elopmen , bu only 4% men ioned
CD.
2
The In e na ional Con e ence on Applied Ma hema ics, In o ma ics, and Compu ing So wa e (AMICS), Eu opean
Con e ence on In o ma ion Sys ems (ECIS), Hawaii In e na ional Con e ence on Sys em Sciences (HICSS), In e na ional
Con e ence on In o ma ion Sys ems (ICIS) and Paci ic Asia Con e ence on In o ma ion Sys ems (PACIS).
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
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Nex , we expanded he sea ch o co e he co esponding li e a u e in a selec ion o RE
jou nals
3
. Th ee sea ches we e pe o med sepa a ely o De Ops and CD, he las o which
esul ed in 159 a icles, wi h 8 selec ed o analysis. Appendix 2, Table A3, lis s he sea ch
esul s and selec ed a icles. The a icles we e again coded wi h ATLAS. i. The coding esul s
we e e y simila o hose o he IS a icles, wi h simila concep s eme ging. This ein o ced
ou esul s om he IS a icle analysis and p o ided u he e idence o e ine he amewo k.
Fi e (63%) a icles ocused on me hods and ools, 3 (38%) on cul u e/p ojec cul u e, 4 (50%)
on cul u e/o ganisa ional cul u e and 5 (63%) on de elopmen speed o seamlessness. Mos
a icles commen ed on agile, De Ops o CD.
Appendix 4 lis s all analysed and e e enced a icles. Ou desc ip i e analyses o he IS and
RE li e a u e show an almos equal ocus on he dimensions o me hods and ools: 64% o he
IS a icles and 63% o he RE a icles. The di e ence was sligh ly highe o he cul u e/p ojec
cul u e dimension: 48% o he IS a icles and 38% o he RE a icles. The mos signi ican
di e ences we e in he cul u e/o ganisa ional cul u e and de elopmen speed o seamlessness
dimensions. The IS a icles ocused much less on hese dimensions han he RE a icles. Only
28% o he IS a icles concen a ed on elemen s o he cul u e/o ganisa ional cul u e
dimension; in he RE a icles, he co e age was 50%. The di e ence was e en mo e signi ican
in he de elopmen speed o seamlessness dimension. Only 16% o he IS a icles p esen ed
his dimension’s elemen s, while in he RE a icles, he co e age was 63%. The e was also a
clea di e ence in de elopmen s yle men ions. In he IS li e a u e, only adi ional me hods
we e usually men ioned, and he e was li le ocus on CD. In con as , in he RE li e a u e,
mos a icles men ioned agile de elopmen , De Ops o CD.
4 Findings
Based on ou SLR, we iden i y he key ea u es and concep s ha can be used o de e mine he
cha ac e is ics o CD me hods. Table 1 summa ises he h ee dimensions o CD: cul u e,
me hods and ools and pace and seamlessness.
Cul u e is di ided in o p ojec cul u e and o ganisa ional cul u e. P ojec cul u e desc ibes
how a p ojec ’s o ganisa ion is managed, i s unc ionali y, knowledge sha ing, oles and
g oups. Because in o ma ion is agmen ed wi hin an o ganisa ion, p ojec s mus in ol e
people wi h in-dep h knowledge o he de elopmen objec i es and isks. E e yone should
sha e in o ma ion and knowledge openly, as changes occu quickly and de elopmen wo k is
con inuous.
O ganisa ional cul u e ocuses on he o ganisa ion doing he de elopmen wo k. The c i ical
ea u es a e coope a ion, wo k asks and o e all ans o ma ion o he o ganisa ional cul u e
based on CD. While p og ess in CD is achie ed in collabo a ion wi h he i m’s de elopmen ,
ope a ions and quali y assu ance domains, use s and cus ome s a e also ac i ely in ol ed in
he wo k. This wo k aims o de elop a pu pose-buil , lexible sys em ailo ed o cus ome s’
and use s’ needs and equi emen s. De elopmen wo k mus quickly and seamlessly p og ess
o mee new challenges, equi emen s and isks. Tes ing and de elopmen ope a e oge he ,
and he p ojec mus ha e he igh esou ces o guide he de elopmen wo k in he co ec
3
Empi ical So wa e Enginee ing: An In e na ional Jou nal, IEEE So wa e, IEEE T ansac ions on So wa e Enginee ing,
In o ma ion and So wa e Technology, In o ma ion Sys ems (IS), Requi emen s Enginee ing Jou nal, So wa e and Sys ems
Modelling, So wa e P ac ice and Expe ise and So wa e Quali y Jou nal.
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di ec ion. CD and cons an change equi e ac ion o keep he o ganisa ion esponsi e.
In o ma ion echnology (IT) p ojec s a e pa icula ly ulne able o commi men challenges,
mainly due o equi emen s ola ili y and so wa e’s in angible na u e (Ho lach e al., 2020;
Lee e al., 2021).
The li e a u e shows he e is a demand o new me hods and ools o keep p ojec managemen
consis en wi h CD (see, e.g. Babb e al., 2017; B agge & Me isalo-Ran anen, 2009; Hü e mann
& Rosenk anz, 2019; Lwaka a e e al., 2016).
The me hods and ools dimension ocuses on he need o p ac ical and usable ools o
implemen isk managemen in CD and he need o de elop aluable and cos -sa ing ools o
handling isk managemen . The pace and seamlessness dimension e e s o he abili y o
espond quickly o equi emen s and change eques s, o wo k in an i e a i e CD en i onmen
and he possibili y o ecei e and eac o con inuous eedback om cus ome s and use s.
Dimension 1a: Cul u e – P ojec Cul u e
De ini ion
O ganisa ion’s app oach o p ojec managemen and implemen a ion.
Ac i i ies
De elopmen , ope a ions, knowledge sha ing, coope a ion, de ining oles and
g oups and con inuing coope a ion wi h use s and cus ome s.
Explana ion
P ojec wo k is buil on seamless coope a ion and knowledge sha ing among
de elope s, use s, ope a ions s a and cus ome s; equi emen s and di e en
g oups and use s de ine isks, and p ac i ione s wi h he p ope knowledge mus
pa icipa e in he p ojec . The ocus is on con inuous eedback and sel -o ganisa ion.
Dimension 1b: Cul u e – O ganisa ional Cul u e
De ini ion
O ganisa ion’s app oach o managing CD and i s u he de elopmen .
Ac i i ies
De elopmen , ope a ions and quali y assu ance coope a ion.
Explana ion
De elopmen o ganisa ion includes de elope s, ope a ions and quali y assu ance
eams. De elopmen is no only done by de elope s. Coope a ion among di e en
depa men s is essen ial.
Dimension 2: Me hods and ools
De ini ion
The means o suppo change cycles and as de elopmen acco ding o changing
equi emen s.
Ac i i ies
Adop ion and de elopmen o me hods and ools sui able o CD.
Explana ion
Me hods mus suppo apid, cyclical de elopmen and changing equi emen s and
isks. Tools mus accoun o cul u al e ec s and use alues when elici ing
equi emen s. Knowledge-sha ing ools a e essen ial because de elopmen is based
on knowledge-sha ing.
Dimension 3: Pace and seamlessness
De ini ion
The de elopmen p ocess is apid, con inuous and wi hou in e up ions.
Ac i i ies
Rapid de elopmen , con inuous wo k and con inuous, lexible p ocesses.
Explana ion
De elopmen is a con inuous, lexible p ocess ha can adap o changing demands
and adjus o cons an eedback.
Table 1. Dimensions o o ganisa ional needs o RRM o CD.
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In he ollowing subsec ions, he h ee dimensions a e discussed in mo e de ail, including
pe spec i es om he RE and RRM li e a u e.
4.1 P ojec cul u e o RRM
This dimension ela es o he de elopmen and ope a ions o a p ojec and o i s use s and
cus ome s o he esul s. When de ining a p ojec ’s o ganisa ion, he p ojec eam membe s’
expe ise is pa amoun . While collabo a ion and knowledge sha ing o en iden i y b oad isks
(Jiang e al., 2006), i is essen ial o ocus on changing equi emen s and p ojec goals
(Ma uping e al., 2009). Requi emen s ambigui y con ibu es o so wa e p ojec challenges in
c i ical domains. Failu e is less likely when he igh people a e in ol ed (Niede man e al.,
1991). Howe e , unclea and changing equi emen s in he middle o a p ojec a e among he
signi ican challenges o so wa e de elopmen p ojec s. As a esul , i is almos impossible o
de elopmen eams o iden i y and mee all cus ome expec a ions (Ghanba i, 2016).
Simila ly, an inabili y o espond o changing use equi emen s is one o he mos c i ical
easons o p ojec ailu e. Failu e also includes delayed p ojec schedules, budge o e uns
and poo quali y (Ma uping e al., 2009; Ma hiassen e al., 2007). These ac o s also con ibu e
o he di icul y o sha ing knowledge be ween indi iduals. P e ious esea ch has shown ha
o ganisa ional cul u e in luences how knowledge is ans e ed and s o ed and a ec s he
success o managing IT p ojec equi emen s (Azizi & Rowlands, 2018).
Iden i ying he oles and key s akeholde s in a p ojec is an essen ial i s s ep in isk
managemen . Li e al. (2003) s a e ha he IS use en i onmen needs mo e esea ch, while
Keil e al. (2002) explo e how di e en oles can help iden i y p ojec isks. People in di e en
posi ions will ecognise di e se p ojec isks. G oups can also de ine isks di e en ly, so i is
i al o main ain open communica ion and ha e good knowledge-sha ing p ac ices and
discussion oppo uni ies (Keil e al., 2002; Li e al., 2003). I is well ecognised ha managing
isks in IT p ojec s is essen ial and ha ailu e o add ess hem migh cause p ojec p oblems,
such as use dissa is ac ion (Elbanna & Sa ke , 2015; Keil e al., 2002; Li e al., 2003; Ramesh e
al., 2010). A necessa y pa o p ojec success is communica ion be ween use s and de elope s.
Al hough me ging di e en s akeholde s’ knowledge is ecognised as a c i ical pa o p ojec
success, he e is no esea ch on in eg a ing di e en s akeholde s in o p ojec isk
managemen (Keil e al., 2002; Li e al., 2003).
P ojec isks ypically ela e o use s (Elbanna & Sa ke , 2015) and include poo
communica ion wi h use s and s akeholde s a he p ojec le el, a lack o use in ol emen o
misunde s anding o use equi emen s o ailu e o manage use expec a ions o
accommoda e de ined equi emen s and scope changes. Communica ion among di e en
g oups and oles c i ically in luences isk managemen (Li e al., 2003; Ramesh e al., 2010).
Howe e , an o ganisa ion’s abili y o de ine isks s ongly a ec s a p ojec ’s quali y (Ka lsson
e al., 2007). I is also essen ial o in oduce de elopmen me hods o use s, inco po a e hem
in o he p ojec and coo dina e expe ise so ha specialised knowledge is sp ead and
in eg a ed among he p ojec ’s many oles o phases (Gemino e al., 2007; Pa nayakuni e al.,
2006). This can be pe cei ed as a p ac ical isk managemen app oach (Gemino e al., 2007).
Acco ding o he agile mani es o, collabo a ion and esponsi eness o change a e essen ial.
Se e al s udies (e.g. Azizi & Rowlands, 2018; Ghanba i, 2016; Kipe , 2016; Sle hol e al., 2012;
S ay e al., 2019) iden i y lack o knowledge abou equi emen s and o ganised ac i i ies and
es ing p inciples as p oblem a eas. Iden i ying and de ining equi emen s a e p oblema ic
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is seamless coope a ion among he p ojec s akeholde s, including use s and cus ome s
(Dingsøy e al., 2019; Elbanna & Sa ke , 2015; K anche e al., 2018; Tiwana & Keil, 2004).
Di e en s akeholde s also de ine equi emen s and isks, which can be modi ied/added o as
pa o he de elopmen cycle based on hei eedback du ing he p ojec . In CD, p ac i ione s
wi h app op ia e knowledge mus pa icipa e in he p ojec . P ojec and de elopmen wo k
ocus on con inuous eedback and sel -o ganisa ion (K anche e al., 2018; Ma ook &
Ma uping, 2014).
Acco ding o ou s udy, manage s need o add ess equi emen isks in CD p ojec s by
pe cei ing hem as business p ojec s, no me ely as IT p ojec s. S akeholde s and knowledge
can be ound in a ious depa men s, oles, and use s. Manage s should ocus on changing
equi emen s, p ojec goals, and iden i ied isks. They mus p io i ise equi emen s o add ess
echnical cons ain s, business conside a ions, and c i ical s akeholde p e e ences. I is
essen ial o in oduce p ac ical isk managemen app oaches and ools o use s and in eg a e
hem in o he p ojec while coo dina ing expe ise. In o ma ion should be sha ed h ough
open communica ion and good knowledge-sha ing p ac ices.
We sugges an in-dep h quali a i e s udy (Klein & Mye s, 1999) o CD eams o in es iga e
p ojec cul u e, ocusing on oles and knowledge-sha ing dynamics. This app oach analyses
eal-wo ld CD eam s uc u es o de e mine hei e ec i eness in managing equi emen isks.
5.1.2 O ganisa ional Cul u e: S uc u e and C oss-Depa men Collabo a ion
Consequen ly, he o ganisa ional s uc u e o CD b ings a signi ican change in o ganisa ional
cul u e compa ed wi h adi ional de elopmen (D emel e al., 2017; Ma hiassen & P ies-Heje,
2006). In CD (and De Ops), he o ganisa ional s uc u e is buil on coope a ion among
di e en depa men s, including de elopmen , ope a ions and quali y assu ance.
Collabo a ion among a ious depa men s is essen ial (D emel e al., 2017; Lwaka a e e al.,
2019; Ozkaya, 2019). Howe e , ou indings show ha an o ganisa ion’s hie a chical s uc u e
p e en s coope a ion ac oss bo de s and complica es de elopmen wo k (D emel e al., 2017),
c ea ing poo communica ion be ween s akeholde s and easily c ea ing spo adic de elopmen
wo k (Lwaka a e e al., 2019). We a gue ha businesses mus play a subs an ial ole in
de elopmen wo k and ensu e ha hei needs and eques s a e conside ed pa o he p ojec
and ha hey ob ain wha he business needs (Ma ook & Ma uping, 2014).
To e ec i ely suppo CD, he p ojec o ganisa ion mus ind a way o in ol e all necessa y
s akeholde s in bo h he p ojec and p ojec isk managemen . They need o c ea e an
en i onmen whe e knowledge sha ing among di e en o ganisa ional depa men s, use s,
and s akeholde s is de eloped and p io i ised. Manage s should c ea e a cohesi e s uc u e
ha allows p e iously independen depa men s o unc ion as a uni ied de elopmen uni ,
acili a ing coope a ion and ensu ing ha he needs and eques s o all s akeholde s a e
included and add essed h oughou he p ojec li ecycle.
Fu he mo e, businesses need o assign a subs an ial ole o de elopmen wo k and ensu e
ha hei needs and eques s a e included in he p ojec and ha hey ob ain wha hey need.
Manage s should change he o ganisa ion’s s uc u e so ha p e iously independen
depa men s become pa o one de elopmen uni . Coope a ion be ween use s and IT s a
should be enabled o de ine equi emen s i e a i ely h oughou he p ojec and p io i ise
hem. Con inuous de ini ion and con igu a ion wo k, eedback, and sel -o ganisa ion should
ocus on he mos aluable ea u es and equi emen s. This comp ehensi e app oach ensu es

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ha CD p ojec s a e e ec i e and aligned wi h business needs, os e ing a collabo a i e
en i onmen ha can adap o changing equi emen s and isks.
To suppo CD, o ganisa ional cul u e and s uc u e mus be de eloped o p omo e
collabo a ion, lexibili y, and anspa ency. This in ol es c ea ing a uni ied de elopmen uni
whe e p e iously siloed depa men s wo k oge he seamlessly, acili a ing communica ion
and coope a ion. An o ganisa ional cul u e ha encou ages i e a i e eedback and alues
con inuous imp o emen is essen ial. Such a cul u e suppo s he i e a i e de ini ion and
p io i isa ion o equi emen s, ensu ing ha de elopmen wo k emains aligned wi h
business goals.
O ganisa ional knowledge plays a c ucial ole in he success o RRM. Businesses can mo e
accu a ely iden i y and a icula e hei needs by le e aging he o ganisa ion's collec i e
expe ise and insigh s. This sha ed knowledge base helps in he i e a i e equi emen
de ini ion p ocess, making i easie o adjus o changes and e ec i ely inco po a e eedback.
Ensu ing ha all s akeholde s a e well-in o med and engaged in he de elopmen p ocess
enhances he o e all quali y and ele ance o he equi emen s.
Es ablishing obus eedback mechanisms and main aining close collabo a ion be ween IT s a and
business use s is i al o ensu ing he accu acy o he business's equi emen s. Regula ly scheduled
e iews, con inuous con igu a ion wo k, and sel -o ganised eams can help cap u e he mos c i ical and
aluable ea u es.
Addi ionally, a mixed me hods s udy (Venka esh e al., 2013) examining cul u al ac o s wi hin CD
en i onmen s and hei e ec s on eedback p ocesses is ecommended. The objec i e o such a s udy is
o in es iga e how o ganisa ional cul u e in luences he implemen a ion o con inuous eedback loops
in CD. Unde s anding hese cul u al dynamics can p o ide insigh s in o imp o ing he accu acy and
e ec i eness o equi emen s managemen , ul ima ely con ibu ing o he success o CD p ojec s.
5.1.3 Me hods and Tools: Inno a ion o Rapid Cyclical De elopmen
Ou indings also e eal ha mos ools and me hods ha e been c ea ed o adi ional
de elopmen wo k (e.g. Ghobadi & Ma hiassen, 2016; Highsmi h & Cockbu n, 2009; Jiang e
al., 2006; Rache a e al., 2010; Tuunanen & Kuo, 2015) and do no conside he unc ionali ies
equi ed o CD. Consequen ly, new me hods ha suppo apid cyclical de elopmen a e
needed. These ools mus handle changing equi emen s and isks and accoun o use s’
cul u al in luences and alues when elici ing equi emen s (Tuunanen & Kuo, 2015). CD
highligh s he impo ance o knowledge-sha ing ools because de elopmen wo k is based
i mly on knowledge sha ing (Ghobadi & Ma hiassen, 2017). This poin o iew has nei he
been pa o adi ional de elopmen no conside ed when designing ools o adi ional
p ojec managemen (B agge & Me isalo-Ran anen, 2009).
Manage s, he e o e, should add ess equi emen isks in CD p ojec s by ea ing he choice
o me hodology and cus ome in ol emen as he mos c i ical isk d i e s o he p ojec . They
should in oduce new ools and me hods o espond o cyclical de elopmen p ocesses and
handle changing equi emen s and isks, including cul u al e ec s and use alues. Manage s
should also ocus on he changing equi emen s, p ojec goals, and iden i ied isks. They mus
p io i ise equi emen s o add ess echnical cons ain s, business conside a ions, and c i ical
s akeholde p e e ences. Addi ionally, hey should in oduce p ac ical isk managemen
app oaches and ools o use s, in eg a ing hem in o he p ojec while coo dina ing expe ise.
E ec i e in o ma ion sha ing h ough open communica ion and good knowledge-sha ing
p ac ices is essen ial.
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We sugges conduc ing design science esea ch (He ne e al., 2004; Pe e s e al., 2007) s udies
o assess he u ili y and pe o mance o ools and hei impac on isk managemen a a eam
le el. A goal o such a s udy should be o e alua e he e ec i eness o new ools and
echniques o managing dynamic equi emen s in CD p ojec s, he eby con ibu ing o he
ad ancemen o CD p ac ices.
Re lec ing on hese poin s, se e al c i ical ques ions eme ge. How can cus ome equi emen s
and demands be iden i ied in CD? This in ol es engaging cus ome s ea ly and con inuously
h ough i e a i e eedback loops, using use s o ies, pe sonas, and di ec communica ion o
unde s and and e ine hei needs. How can use s be in ol ed in he de elopmen p ocess,
and how should use in ol emen occu ? Use s should be in eg a ed in o he de elopmen
p ocess h ough egula eedback sessions, usabili y es ing, and collabo a i e wo kshops.
Thei in ol emen should be s uc u ed o ensu e con inuous inpu and alida ion o he
p oduc 's di ec ion and unc ionali y. Add essing hese ques ions is essen ial o e ining
me hodologies and ensu ing he success ul implemen a ion o CD p ac ices.
5.1.4 Pace and Seamlessness: Rapid I e a ion
We also ind ha he pace and seamlessness dimension di e s be ween adi ional
de elopmen and CD. T adi ional de elopmen is ypically a igid, p e-planned p ocess
whose esul s a e a ailable when all he de elopmen wo k has been comple ed, and he
p ojec closed, whe eas CD’s de elopmen p ocess is as , con inuous and seamless. The pace
o change in CD is e en quicke han in agile de elopmen (Highsmi h & Cockbu n, 2009). CD
can lexibly adap o changing demands and adjus o con inuous eedback. Changes a e
implemen ed as as as possible; cycles can a y om many imes a day o a ew imes a week
o mon h (Chen, 2015). The key a gumen is ha use s and cus ome s do no need o wai long
o ecei e eplies o hei new eques s o eedback, and he sho i e a ion cycles and equen
eleases help educe isks, cla i y equi emen s and inc ease he speed o eedback (Elbanna
& Sa ke , 2015; Lwaka a e e al., 2019). Consequen ly, CD’s objec i e is o implemen sys em
changes as a cyclical p ocess wi h no de ini e end.
Manage s should, hus, ocus on sho i e a ion cycles and equen eleases when add essing
equi emen isks in CD. To achie e his, manage s should de elop and implemen open
eedback loops and lea ning cycles ha a e as as and sho as possible. They should enable
con inuous cus ome and use eedback ha is p ocessed quickly and seamlessly om he
cus ome ’s o use ’s poin o iew, ensu ing ha ideas and equi emen s a e ga he ed
e ec i ely.
To e ec i ely implemen CD, he o ganisa ional wo k low needs o be es uc u ed o suppo
apid de elopmen cycles and manage changing equi emen s. C oss-depa men al
communica ion mus be enhanced o ensu e all eams a e aligned and espond swi ly o
changes. This migh in ol e in eg a ing c oss- unc ional eams and ensu ing ha
de elopmen , ope a ions, quali y assu ance, and o he ele an depa men s wo k closely
oge he om he s a . Such in eg a ion helps in quicke iden i ica ion and esolu ion o
issues. Au oma ing p ocesses, especially es ing, in eg a ion, and deploymen , is c ucial o
speeding up de elopmen cycles and educing human e o . Con inuous aining and
de elopmen a e also essen ial o keep eams upda ed wi h CD's la es ools and p ac ices,
main aining high e iciency and adap abili y.
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The p ojec mus es ablish obus mechanisms o p o ide quick esponses and manage isks
associa ed wi h change eques s and new equi emen s. Real- ime moni o ing and eedback
sys ems a e i al, p o iding eal- ime insigh s in o he sys em's pe o mance and con inuously
ga he ing use eedback. De eloping amewo ks ha assess he isks o each change eques
based on impac , u gency, and easibili y helps p io i ise asks and manage esou ces
e icien ly. Adop ing an inc emen al upda e app oach, whe e changes a e b oken down in o
smalle , manageable upda es, minimises he isk o signi ican dis up ions and makes
iden i ying and add essing issues easie . Engaging s akeholde s ac i ely h ough egula
upda es and e iews ensu es hei needs a e unde s ood and me p omp ly, aligning p ojec
goals wi h business equi emen s.
A mul i-case s udy (see, e.g., S ake, 2013) o CD p ojec s ocusing on wo k low changes and
hei impac on isk educ ion can be ca ied ou o explo e and de elop he dimension o pace
and seamlessness. The aim is o examine wo k low changes ha enable CD eams o espond
quickly o change eques s while managing he isks associa ed wi h equi emen s. This s udy
could analyse di e en CD implemen a ions o compa e how a ious o ganisa ions ha e
modi ied hei wo k lows o accommoda e CD and he ou comes o hese changes.
E alua ing isk managemen p ac ices and documen ing bes p ac ices o in eg a ing
eedback loops, au oma ing p ocesses, and os e ing c oss-depa men al collabo a ion would
p o ide aluable insigh s. By e lec ing on hese ques ions and inco po a ing he indings in o
hei s a egies, manage s can be e na iga e he challenges o CD and le e age i s bene i s
o as e , mo e esponsi e, and less isky so wa e de elopmen .
6 Conclusions
In his esea ch, we summa ised he IS and RE li e a u e on RRM o CD o unde s and he
s a e o he a , e ealing ha he e is s ill li le ocus on RRM o CD. Th ough an SLR, we
cons uc ed a amewo k wi h dimensions desc ibing he o ganisa ional needs o RRM o CD.
This concep ual amewo k can se p e e ences and p io i ies o p ojec de elopmen o be e
mee CD equi emen s, such as apid esponse and p io i isa ion o eme ging needs.
We posi ha CD and RRM should p oceed in an in e lea ed s ep-by-s ep manne , wi h he
de elopmen cycle conside ing new equi emen s and hei associa ed isks as pa o a
con inuous imp o emen p ocess. This app oach equi es a change in p ojec cul u e and an
o ganisa ion’s ope a ions and cul u e. Abo e all, i equi es new me hods and ools so ha he
in eg a ion o RRM in o he CD p ocess is a as , seamless and p ac ical pa o he
de elopmen p ocess. We also p esen ed esea ch opics and ques ions ha should be
conside ed in u u e s udies (Table 2).
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CD elemen (s)
Implica ions o Resea ch and Sugges ed Resea ch
Ques ions
Sugges ed Resea ch App oaches and
Objec i es
Implica ions o P ac ice: How manage s
need o add ess equi emen isks in CD?
P ojec Cul u e
A change in p ojec o ganisa ion is needed when mo ing
o CD. This pu s o wa d esea ch ques ions such as he
ollowing:
How should p ojec o ganisa ion be s uc u ed o suppo
CD?
How can all he necessa y s akeholde s be in ol ed in
p ojec and p ojec isk managemen ?
How can knowledge sha ing among di e en
o ganisa ional depa men s, use s and s akeholde s be
de eloped?
Wha app oaches and ools a e needed in a p ojec o
manage isks associa ed wi h knowledge sha ing and
equi emen s?
Focus on managing he o ganisa ion’s in e nal
communica ions and ope a ing en i onmen .
App oach: In-dep h quali a i e s udy
o CD eams, ocusing on oles and
knowledge-sha ing dynamics.
Objec i e: Analyze eal-wo ld CD
eam s uc u es o de e mine hei
e ec i eness in managing
equi emen isks.
P ojec s should be pe cei ed as business
p ojec s, no only as IT p ojec s. S akeholde s
and knowledge can be ound in many
di e en depa men s, oles, use s, e c.
Manage s should he e o e:
Focus on he changing equi emen s, p ojec
goals and iden i ied isks.
P io i ise equi emen s o add ess echnical
cons ain s, business conside a ions and
c i ical s akeholde p e e ences.
In oduce p ac ical isk managemen
app oaches and ools o use s, and in eg a e
hem in o he p ojec and coo dina es
expe ise.
Sha e in o ma ion h ough open
communica ion and good knowledge-
sha ing p ac ices.
O ganisa ional
Cul u e
Changes need o be made so ha he o ganisa ional
s uc u e can suppo con inuous eedback, de ini ions o
i e a i e equi emen s and sel -o ganisa ion in CD. This
pu s o wa d esea ch ques ions such as he ollowing:
How do o ganisa ional cul u e and s uc u e need o be
de eloped o suppo CD?
How can o ganisa ional knowledge con ibu e o he
success o RRM?
How can he accu acy o he equi emen s de ined by he
business be ensu ed?
App oach: Mixed me hods s udy
examining cul u al ac o s wi hin CD
en i onmen s and hei e ec s on
eedback p ocesses.
Objec i e: In es iga e how
o ganisa ional cul u e in luences he
implemen a ion o con inuous
eedback loops in CD.
Businesses need o assign a subs an ial ole
o de elopmen wo k and ensu e ha hei
needs and eques s a e included in he
p ojec and ha hey ob ain wha hey need.
Manage s should he e o e:
Change he o ganisa ion’s s uc u e so ha
p e iously independen depa men s become
pa o one de elopmen uni .
Enable coope a ion be ween use s and IT
s a o de ine equi emen s i e a i ely
h oughou he p ojec and p io i ise hem.
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Add ess con inuous de ini ion and
con igu a ion wo k, eedback and sel -
o ganisa ion ocusing on mos aluable
ea u es and equi emen s.
Me hods and
Tools
New me hods ha suppo as , cyclical de elopmen a e
needed. These ools should be able o handle changing
equi emen s and isks and conside cul u al e ec s and
use alues when elici ing equi emen s. This pu s
o wa d esea ch ques ions such as he ollowing:
How can cus ome equi emen s and demands be
iden i ied in CD?
How can use s be in ol ed in he de elopmen p ocess,
and how should use in ol emen occu ?
App oach: Design science esea ch
s udy conduc ed wi h CD eams,
assessing ool u ili y and
pe o mance and i s impac on isk
managemen .
Objec i e: E alua e he u ili y and
e ec i eness o new ools and
echniques o managing dynamic
equi emen s in CD p ojec s.
The choice o me hodology and cus ome
in ol emen need o be ea ed as he mos
c i ical isk d i e s o he p ojec . Manage s
should he e o e:
In oduce new ools and me hods o espond
o cyclical de elopmen p ocesses and
handle changing equi emen s and isks,
including cul u al e ec s and use alues.
Pace and
Seamlessness
Pace and change in CD a e as e han in agile
de elopmen and CD should be s udied om mul iple
pe spec i es, such as well-being a wo k. This pu s
o wa d esea ch ques ions such as he ollowing:
How does he o ganisa ional wo k low need o be
changed o communica e ac oss di e en depa men s
and wo k wi h as -de eloping cycles and changing
equi emen s?
How can he p ojec p o ide quick esponses and de ine
isks o change eques s and new equi emen s de ined
by he business?
App oach: A mul iple case s udy o
he CD p ojec s, ocusing on
wo k low modi ica ions and hei
impac on isk mi iga ion.
Objec i e: Examine eal-wo ld
wo k low adap a ions ha enable CD
eams o espond quickly o change
eques s while managing
equi emen isks.
In CD, ocusing on sho i e a ion cycles and
equen eleases is essen ial. Manage s
should he e o e:
De elop and implemen open eedback loops
and lea ning cycles as as and sho as
possible.
Enable con inuous cus ome /use eedback
ha is p ocessed quickly and seamlessly
om a cus ome ’s o use ’s poin o iew o
ga he ideas and equi emen s.
Table 2. Roadmap o RRM esea ch and p ac ice in CD

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Ou s udy has some limi a ions. The AISBASKET8, con e ence p oceedings and a ew o he
sou ces co e only pa o he IS ield. We applied a igo ous SLR app oach, bu his s udy is
no a comp ehensi e li e a u e e iew. We aimed o in es iga e how mains eam IS jou nals
add ess CD and RRM issues. Simila ly, we e iewed op jou nals publishing RE esea ch o
ob ain hei pe spec i es. In addi ion, ou esea ch ques ion and choice o keywo d sea ches
con ibu ed o he limi a ions o he SLR me hodology. These limi a ions may also be e lec ed
in he educ ion o da a and da a ex ac ion accu acy. Ano he ela ed limi a ion is ela ed o
he use o Google Schola o sea ch he li e a u e. Use o o he li e a u e sou ces, such ones
o e ed by he academic publishe s (e.g., EBSCO o P oques ), may po en ially esul di e en
sea ch esul s depending on he algo y hms used by di e en sea ch engine p o ide s. In
addi ion, he mapping exe cise used sys ema ic eading o he a icles o de e mine he
keywo d anno a ion. Thus, in ep e i e assessmen was used in he da a analysis and coding,
which may ha e in oduced bias. We also ecognize ha ou s udy could be ex ended by
sea ching he Senio Schola s’ Lis o P emie Jou nals and choosing a icles om a ield o
So wa e Enginee ing o he han RE. In addi ion, ou sea ch used speci ic selec ed e ms; i can
be conside ed whe he hese e ms we e su icien and app op ia e.
Applica ion o he amewo k has some bounda y condi ions. Based on he SLR, he
amewo k’s dimensions a e he key challenges aced by a adi ional de elopmen
o ganisa ion when adop ing RRM o CD. Consequen ly, ou amewo k can be used o 1)
de ine he s a e o he o ganisa ion and de elopmen wo k in e ms o he CD de ini ions, 2)
how he o ganisa ion’s and p ojec cul u e ha e e ol ed and 3) how hey compa e wi h he
cha ac e is ics de ined in he amewo k. In addi ion, we can use he amewo k o examine,
o example, how he ools and me hods used in an o ganisa ion wo k o CD de elopmen ,
wha changes a e needed o suppo CD, how knowledge sha ing wo ks in he o ganisa ion
and how e ec i e collabo a ion is. The e o e, ou amewo k can be used o de e mine an
o ganisa ion’s capaci y and s a us o adop o use CD. I can also ou line whe e changes should
be made in an o ganisa ion o make he apid cyclical imp o emen model wo k wi hou
unnecessa y in e up ions, delays o knowledge-sha ing p oblems.
In ou ongoing s udy, we seek o answe he ques ion o how changing equi emen s should
be managed and p io i ised in CD and u he de elop an RRM me hod we ha e been wo king
on (Tuunanen e al., 2023). Fo his, we apply a design science esea ch app oach (He ne e
al., 2004; Pe e s e al., 2007) and he de eloped amewo k. We a e es ing he RRM me hod
in an indus ial en i onmen and using i in a mul ina ional en e p ise esou ce planning
sys em implemen a ion and deploymen p ojec . Ou ini ial goal is o de e mine how o u he
de elop he RRM me hod o be e add ess CD p ojec s’ needs and mi iga e p ac i ione s’
conce ns abou a new ool o managing p ojec equi emen s isks. We see ha he de eloped
concep ual amewo k can help p io i ise equi emen s and de e mine hei scope and se e i y
and hus di ec ly impac ou RRM me hod de elopmen . The amewo k may help de e mine
how agile me hodologies and hei associa ed equi emen s a ec eam pe o mance
(Ma uping e al., 2009), which may ha e implica ions o ou s udy. In addi ion, we a e
conside ing using Ramesh e al.’s (2010) amewo k o assess he applicabili y o he me hod
and iden i y equi emen s isk p ac ices o u he imp o e he me hod. I would also be
in e es ing o see i ou concep ual amewo k can assis us in de ining and managing cul u al
change in o ganisa ions and how his, in u n, may impac ou ongoing s udy.
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To conclude, acco ding o Almeida e al. (2022), De Ops applica ions lack clea
implemen a ion guidelines o o ganisa ions. Since he mos c i ical challenge iden i ied in
De Ops is cul u al change (Jayakody & Wijayanayake, 2023)—speci ically, he change in
collabo a ion cul u e—we an icipa e ha he de eloped amewo k can o e ways o ackle
his challenge in he de elopmen me hod in gene al, bu also speci ically o RRM o CD.
Khan e al. (2022) also s a e ha De Ops needs u he esea ch on which me hods o adop
and how o apply and imp o e hem, as De Ops equi es lea ning new ools, skills and social
no ms. This is some hing we belie e as well and ou design science esea ch s udy should
o e insigh s o esol ing hese challenges, in addi ion o de eloping a no el me hod.
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In May 2022, an upda ed sea ch (u3) on he AISBASKET8 was pe o med o ind he newes
a icles. Two o he 11 ecen ones we e chosen o u he handling.
F om he sea ch esul s and using a o wa d and backwa d e e ence sea ch, 22 in e es ing
and sui able a icles and con e ence p oceedings we e ound om publica ions o he han he
speci ied AISBASKET8 o IS con e ence p oceedings, o which 10 we e selec ed o u he
p ocessing.
Based on he RRM sea ch esul s om IS jou nals, con e ence p oceedings and o he
in e es ing jou nals and con e ence p oceedings, 36 (14 + 0 + 2 + 10 +10) a icles we e selec ed
ou o he 288 (114 + 135 + 6 + 11 + 22) a icles. A e analysing he 36 documen s, 25 we e
selec ed o u he p ocessing.
A2.3 C ea ing he amewo k dimensions
The quali a i e esea ch so wa e ATLAS. i was used o code he a icles, g oup he codes and
de ine he key ea u es o CD. Ce ain concep s and e ms eme ged epea edly om he
li e a u e. Fi s , key elemen s (S ep 8) we e ex ac ed om he a icles by agging he pape ’s
pa ag aphs, and hen he agged sec ions we e coded wi h ALTAS. i (S ep 9). Code g oups
we e o med om he codes, he me ada a-le el concep s we e de ined, and he amewo k’s
h ee dimensions we e combined (S ep 10). Dimensions o he amewo k we e de e mined:
(1a) cul u e – p ojec - ela ed asks, such as oles, esou ces, ins uc ions and guidance,
managemen o wo k, eamwo k, coope a ion and knowledge sha ing; (1b) cul u e –
o ganisa ion- ela ed issues, such as o ganisa ional s uc u e in he de elopmen p ocess; (2)
di e en me hods and ools; and (3) pace, seamlessness and con inuous wo k – all ypical
ea u es o CD. These dimensions o med he amewo k used as a esea ch lens o analyse he
RRM a icles (S ep 10).
A2.4 Analysing IS RRM a icles wi h a h ee-dimensional esea ch lens
The selec ed IS RRM a icles (25 o 36) we e analysed using he h ee-dimensional amewo k
desc ibed abo e. The aim was o disco e how key ea u es o agile de elopmen , De Ops
and CD we e de ined in IS RRM a icles. O 25 RRM a icles, 16 (64%) ocused on me hods and
ools, 12 (48%) on cul u e/p ojec s uc u e, 7 (28%) on cul u e/o ganisa ional s uc u e and 4
(16%) on de elopmen speed o seamlessness. Mos a icles did no commen on he
de elopmen app oaches, o he han some no es abou adi ional me hods; 28% men ioned
agile de elopmen and only 4% men ioned CD. Thus, he li e a u e e iew e ealed ha ,
despi e he ex ensi e IS li e a u e, he e was s ill a lack o ocus on CD.
A2.5 Finding RRM, De Ops and CD in he RE li e a u e
The same sea ch was pe o med in jou nals on RE. The nine jou nals ha published RE a icles
(Table A3) we e sea ched wi hou a ime limi o a icles ha co e ed he desi ed esea ch
subjec and wo selec ed e ms – RRM and CD. The sea ch was conduc ed in h ee phases. The
i s phase (s1) was sea ching o a icles wi h he sea ch c i e ion o De Ops o CD. To educe
he numbe o esul s, he e ms “ equi emen s” and “ isk” we e added in he second sea ch
(s2). The c i e ion “so wa e enginee ing” was added in he hi d sea ch (s3). A e h ee sea ch
cycles, he hi d sea ch gene a ed 159 (De Ops 86 + CD 73) a icles, o which 8 (7 + 1) we e
selec ed o u he p ocessing. Those ha co e ed De Ops, CD o agile de elopmen , whe e
he ocus was no only on he agili y o publishing o deploymen o so wa e, we e selec ed.

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Many a icles w i en om he so wa e de elopmen pe spec i e deal only wi h he agile
deploymen o so wa e e sions and we e hus beyond his s udy’s scope.
A2.6 Analysing he RE RRM a icles
The selec ed RE a icles we e coded wi h ATLAS. i, wi h e y simila esul s o he RE a icles
eme ging om simila concep s, hus ein o cing he concep s de ined in he IS a icles.
These a icles we e also analysed using he de eloped amewo k as a esea ch lens. Fi e (63%)
a icles ocused on me hods and ools, 3 (38%) on cul u e/p ojec , 4 (50%) on
cul u e/o ganisa ion and 5 (63%) on de elopmen speed o seamlessness. Mos a icles
commen ed on agile, De Ops o CD. These indings e ealed ha , in he RE li e a u e, agile
de elopmen , especially De Ops and CD, was ecognised and s udied much mo e han in he
IS li e a u e.
A2.7 Compa ing he analyses and e ining he amewo k
In he SLR, we analysed a icles om he IS and RE li e a u e. Table A1 shows he Google
Schola sea ch s eps, he sea ch esul s and he selec ed a icles on equi emen s isk
managemen (RRM) and con inuous de elopmen (CD) om he IS li e a u e. Table A3
p esen s he in o ma ion om he RE li e a u e. Table A2 lis s he Google Schola sea ch
esul s and he selec ed a icles om IS con e ence p oceedings.
The IS and RE a icles showed an almos equal ocus on he me hods and ools dimension: 64%
s. 63%, espec i ely. The di e ence was sligh ly highe o he cul u e/p ojec dimension: 48%
s. 38%, espec i ely. The mos signi ican di e ences we e in he cul u e/o ganisa ion and
de elopmen speed o seamlessness dimensions. The IS a icles ocused much less on hese
dimensions han he RE a icles. Only 28% o he IS a icles concen a ed on he elemen s o
he cul u e/o ganisa ion dimension, compa ed o 50% o he RE a icles. The di e ence was
e en mo e signi ican in he de elopmen speed o seamlessness dimension. Only 16% o he
IS a icles p esen ed his dimension’s elemen s, while in he RE a icles, he co e age was 63%.
The e was also a clea di e ence in men ioning he de elopmen s yle. On he IS side, i was
usually no men ioned o any hing o he han adi ional me hods, and he e was s ill li le
ocus on CD. In con as , in RE, mos a icles men ioned agile de elopmen , De Ops o CD.
This compa a i e analysis showed ha agile de elopmen , especially De Ops and CD, was
much mo e acknowledged in he RE li e a u e han in he IS li e a u e.
Jou nal
RRM
CD
Sea ch
s1/u2/u3
Selec ed
a icles
s1/u2/u3
Sea ch
s1/u2/u3
Selec ed a icles
s1/u2/u3
Eu opean Jou nal o In o ma ion Sys ems
10/0/0
1/0/0
16/1/7
3/1/6
In o ma ion Sys ems Jou nal
11/0/2
3/0/1
16/1/5
1/0/0
In o ma ion Sys ems Resea ch
25/0/1
1/0/0
26/0/3
3/0/0
Jou nal o In o ma ion Technology
38/1/2
4/0/0
75/1/3
1/0/1
Jou nal o Managemen In o ma ion
Sys ems
7/0/0
1/0/0
13/2/2
2/0/1
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
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Jou nal o S a egic In o ma ion Sys ems
1/1/1
0/0/0
3/1/0
0/0/0
Jou nal o he Associa ion o
In o ma ion Sys ems
6/2/2
3/0/0
7/1/0
2/1/0
MIS Qua e ly
16/2/3
1/0/1
15/1/4
4/0/1
To al AISBASKET8
114/6/11
14/0/2
171/8/22
16/2/9
IS con e ence p oceedings (Table A2)
135
10
113
16
O he jou nals/con e ence p oceedings
22
10
10
4
To al (including upda e)
288
36
324
47
Table A2. Google Schola sea ch esul s and selec ed a icles abou RRM and CD
Con e ence p oceedings
RRM
CD
Sea ch esul s
Selec ed a icles
Sea ch esul s
Selec ed a icles
AMICS
11
3
29
4
ECIS
10
2
17
2
HICSS
24
3
29
5
ICIS
33
0
28
1
PACIS
57
2
10
4
To al
135
10
113
16
Table A3. Google Schola sea ch esul s o RRM and CD and selec ed a icles om IS con e ence
p oceedings
Jou nal
De Ops
CD
Sea ch esul s,
s1/s2/s3
Selec ed a icles
Sea ch esul s,
s1/s2/s3
Selec ed a icles
Empi ical So wa e Enginee ing
0
0
0
0
0
0
0
0
IEEE So wa e
98
39
39
6
13
10
7
1
IEEE T ansac ions on So wa e Enginee ing
12
7
6
0
7
5
4
0
In o ma ion and So wa e Technology
23
12
12
1
24
15
14
0
In o ma ion Sys ems (IS)
95
47
25
0
463
196
47
0
Requi emen s Enginee ing Jou nal
0
0
0
0
0
0
0
0
So wa e and Sys ems Modelling
1
1
1
0
0
0
0
0
So wa e P ac ice and Expe ise
13
5
2
0
4
2
1
0
So wa e Quali y Jou nal
1
1
1
0
0
0
0
0
To al
243/112/86
7
511/228/73
1
Table A4. Google Schola sea ch esul s and selec ed RE a icles
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Appendix 3. Coding p ocess
As an example o he coding p ocess, we p esen he de ini ion o he i s codes in he a icle
“Key A o dances o Pla o m-as-a-Se ice: Sel -O ganisa ion and Con inuous Feedback” by
K anche , O., Lu he , P. and Jos , M., published in 2018 in he Jou nal on Managemen
In o ma ion Sys ems. We p esen he i s highligh ed ex s we coded, om which he base codes
we e de ined and hen selec ed and added o he code g oups o speci y he dimensions.
Quo a ion 1: “… apidly deli e inno a i e so wa e, many so wa e de elopmen eams a emp o
ollow mo emen s such as agile [29] and lean [62] so wa e de elopmen 2, con inuous in eg a ion and
deli e y [41], and De Ops1 [2]. Common o hese mo emen s is he aim o inc ease agili y4 (i.e., he
abili y o apidly c ea e, eac o, and lea n om change [19]) by adop ing p ac ices based on sel -
o ganizing5 and equen eedback3 [28, 73]”.
Figu e A2: Codes: De Ops1, agile de elopmen 2, equen eedback3, agili y4, sel -o ganizing5
Quo a ion 2: “P ac ices based on sel -o ganizing6 a e a hallma k o he agile so wa e de elopmen
mo emen , which alues “indi iduals and in e ac ions o e [ex e nally imposed] p ocesses” [29] and
which ad oca es uni ing business use s and de elope s7,9 in a sel -o ganizing eam [29]. These eams
make decisions abou equi emen s10, solu ion designs, and he dis ibu ion o wo k [66]. Sel -o ganizing
is also a key idea behind De Ops8, which ad oca es join eams o de elope s and sys em adminis a o s7
wi h no igid sepa a ion o oles11 be ween he wo [42]”.
Figu e A3: Codes: sel -o ganizing6, coope a ion7, De Ops8, business use s9, equi emen s10, oles11
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Quo a ion 3: “… as ealized by he De Ops12 mo emen , so wa e de elopmen eams o en lack
con ol o e in as uc u e13 and knowledge14 o manage in as uc u e13”.
Figu e A4: Codes: De Ops12, in as uc u e13, knowledge14
Quo a ion 4: “While he De Ops17 mo emen sugges s emo ing his ba ie by including sys em
adminis a o s in o de elopmen eams and by elimina ing he igid sepa a ion15 o oles18, empi ical
e idence shows ha de elope s and ope a ions o en ake hei adi ional di ision o labo o g an ed
[63]. In such eams, he ansi ion o sel -o ganizing p ac ices is a ela i ely slow p ocess o cul u al
change16”.
Figu e A5: Codes: coope a ion15, cul u al change16, De Ops17, oles18
Quo a ion 5: “Lean me hods acknowledge ha such ime-boxed hy hms may s ill delay eedback21.
They ecommend u he “inc eas[ing] he equency o he eedback loops22” [62, p. 38] because “ he
sho e hese cycles a e, he mo e can be lea ned23” [62, p. 14]. P inciple is pu in o p ac ice by he
con inuous in eg a ion20 and con inuous deli e y19 (CI/CD) mo emen ”.
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Figu e A6: Codes: con inuous deli e y19, con inuous in eg a ion20, eedback21, eedback loops22,
lea ning cycles23
Quo a ion 6: “… agile26 me hods ad oca e equen eedback24 h ough ime-boxed i e a ions, o en o a
du a ion o a ew weeks [73], which a e seen as “lea ning cycles25”.
Figu e A7: Codes: equen eedback24, lea ning cycles25, agile26
Selec ed codes we e g ouped in o code g oups, which we e used o de ine dimensions.
Table A5 p esen s he codes, code g oups and dimensions.
Code
Code G oup
Dimension
Business use s
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Business alue
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Business needs
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Coope a ion
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Collabo a ion
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Communica ion
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Coo dina ion
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Cus ome engagemen
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Cus ome ep esen a i e
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Feedback
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
F equen eedback
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
In e ac ion
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Knowledge
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Knowledge sha ing
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Lea ning cycles
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Obs acle
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Pe o mance
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
P ojec managemen
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e

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Requi emen s
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Resou ces
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Risk le el
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Risk managemen
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Roles
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Th ea
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Use s and use in ol emen
P ojec cha ac e is ics
1a) Cul u e – P ojec Cul u e
Business en i onmen
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
In as uc u e
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
O ganisa ion
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
Wo k en i onmen
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
Business agili y
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
Cul u al change
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
O ganisa ional cul u e
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
O ganisa ional change
O ganisa ion s uc u e
1b) Cul u e – O ganisa ional
Cul u e
Lack o knowledge o De Ops
Con inuous de elopmen
2) Me hods and Tools
Lack o guidance
Con inuous de elopmen
2) Me hods and Tools
Lack o esea ch
Con inuous de elopmen
2) Me hods and Tools
Agile de elopmen
De elopmen s yle
2) Me hods and Tools
Agile p inciples and me hodology
De elopmen s yle
2) Me hods and Tools
Agile o De Ops
De elopmen s yle
2) Me hods and Tools
Con inuous deli e y
De elopmen s yle
2) Me hods and Tools
Con inuous deploymen
De elopmen s yle
2) Me hods and Tools
Con inuous de elopmen
De elopmen s yle
2) Me hods and Tools
Con inuous in eg a ion
De elopmen s yle
2) Me hods and Tools
De ini ion o De Ops
De elopmen s yle
2) Me hods and Tools
De elopmen cycle
De elopmen s yle
2) Me hods and Tools
De Ops
De elopmen s yle
2) Me hods and Tools
Fas agile de elopmen
De elopmen s yle
2) Me hods and Tools
Me hod enginee ing
De elopmen s yle
2) Me hods and Tools
So wa e de elopmen
De elopmen s yle
2) Me hods and Tools
T adi ional de eloping
De elopmen s yle
2) Me hods and Tools
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Beha iou -d i en moni o ing
Fea u es and componen s
2) Me hods and Tools
Sha ed goal
Fea u es and componen s
2) Me hods and Tools
Tools
Fea u es and componen s
2) Me hods and Tools
Flexibili y
Pace and seamlessness
3) Pace and seamlessness
Quickness
Pace and seamlessness
3) Pace and seamlessness
Speed
Pace and seamlessness
3) Pace and seamlessness
Table A5. Codes, code g oups and dimensions
Appendix 4. Analysed and e e enced a icles
Eu opean Jou nal o In o ma ion Sys ems
Cao, L., Mohan, K., Xu, P., & Ramesh, B. (2009). A amewo k o adap ing agile de elopmen
me hodologies. Eu opean Jou nal o In o ma ion Sys ems, 18(4), 332–343. h ps://doi.o g/10.1057/ejis.2009.26
Gall, M., & Pigni, F. (2021). Taking De Ops mains eam: A c i ical e iew and concep ual
amewo k. Eu opean Jou nal o In o ma ion Sys ems, 31(5), 548–567.
h ps://doi.o g/10.1080/0960085X.2021.1997100
Hemon-Hildgen, A., Rowe, F., & Monnie -Senicou , L. (2020). O ches a ing au oma ion and sha ing in
De Ops eams: A e ela o y case o job sa is ac ion ac o s, isk and wo k condi ions. Eu opean Jou nal o
In o ma ion Sys ems, 29(5), 474–499. h ps://doi.o g/10.1080/0960085X.2020.1782276
Mangala aj, G., Mahapa a, R., & Ne u , S. (2009). Accep ance o so wa e p ocess inno a ions— he case
o ex eme p og amming. Eu opean Jou nal o In o ma ion Sys ems, 18(4), 344–354.
h ps://doi.o g/10.1057/ejis.2009.23
Ma uping, L. M., & Ma ook, S. (2020a). The e olu ion o so wa e de elopmen o ches a ion: Cu en s a e
and an agenda o u u e esea ch. Eu opean Jou nal o In o ma ion Sys ems, 29(5), 443–457.
h ps://doi.o g/10.1080/0960085X.2020.1831834
Ma hiassen, L., & P ies-Heje, J. (2006). Business agili y and di usion o in o ma ion echnology. Eu opean
Jou nal o In o ma ion Sys ems, 15(2), 116–119. h ps://doi.o g/10.1057/palg a e.ejis.3000610
Rowe, F. (2014). Wha li e a u e e iew is no : Di e si y, bounda ies and ecommenda ions. Eu opean
Jou nal o In o ma ion Sys ems, 23(3), 241–255. h ps://doi.o g/10.1057/ejis.2014.7
Shimada, T., Ang Soo-Keng, J., & Ee, D. (2019). Explo ing he impac o IS unc ion ma u i y and IS
planning p ocess on IS planning success: An ACE analysis. Eu opean Jou nal o In o ma ion Sys ems, 28(4),
457–472. h ps://doi.o g/10.1080/0960085X.2018.1557373
Tuunanen, T., & Kuo, I. T. (2015). The e ec o cul u e on equi emen s: A alue-based iew o
p io i iza ion. Eu opean Jou nal o In o ma ion Sys ems, 24(3), 295–313. h ps://doi.o g/10.1057/ejis.2014.29
Wiedemann, A., Wiesche, M., Gewald, H., & K cma , H. (2020). Unde s anding how De Ops aligns
de elopmen and ope a ions: A ipa i e model o in a-IT alignmen . Eu opean Jou nal o In o ma ion
Sys ems, 29(5), 458–473. h ps://doi.o g/10.1080/0960085X.2020.1782277
Jou nal o he Associa ion o In o ma ion Sys ems
B agge, J., & Me isalo-Ran anen, H. (2009). Enginee ing e-collabo a ion p ocesses o ob ain inno a i e end-
use eedback on ad anced web-based in o ma ion sys ems. Jou nal o he Associa ion o In o ma ion
Sys ems, 10(3), 196–220. h ps://doi.o g/10.17705/1jais.00188
Aus alasian Jou nal o In o ma ion Sys ems Kainulainen, Tuunanen & Va iainen
2024, Vol 28, Resea ch A icle Requi emen s isk managemen o con inuous de .
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Da e n, M., Sha , T., & Te’eni, D. (2012). Mo e endu ing ques ions in cogni i e IS esea ch: A eply. Jou nal
o he Associa ion o In o ma ion Sys ems, 13(12), 1012–1016. h ps://doi.o g/10.17705/1jais.00317
Jiang, J. J., Klein, G., & Chen, H. G. (2006). The e ec s o use pa ne ing and use non-suppo on p ojec
pe o mance. Jou nal o he Associa ion o In o ma ion Sys ems, 7(2), 68–90.
h ps://doi.o g/10.17705/1jais.00082
Li, E. Y., Jiang, J. J., & Klein, G. (2003). The impac o o ganiza ional coo dina ion and clima e on ma ke ing
execu i es’ sa is ac ion wi h in o ma ion sys ems se ices. Jou nal o he Associa ion o In o ma ion Sys ems,
4(1), 99–117. h ps://doi.o g/10.17705/1jais.00031
Pa nayakuni, R, Ruppel, C. P., & Rai, A. (2006). Managing he complemen a i y o knowledge in eg a ion
and p ocess o maliza ion o sys ems de elopmen pe o mance. Jou nal o he Associa ion o In o ma ion
Sys ems, 7(8), 545–567. h ps://www.p oques .com/schola ly-jou nals/managing-complemen a i y-
knowledge-in eg a ion/doc iew/198858662/se-2
Salmela, H., Baiye e, A., Tapanainen, T., & Gallie s, R. D. (2022). Digi al agili y: Concep ualizing agili y o
he digi al e a. Jou nal o he Associa ion o In o ma ion Sys ems, 23(5), 1080-1101.
h ps://doi.o g/10.17705/1jais.00767
Xiao, X., Lindbe g, A., Hansen, S., & Lyy inen, K. (2018). ‘Compu ing’ equi emen s o open sou ce
so wa e: A dis ibu ed cogni i e app oach. Jou nal o he Associa ion o In o ma ion Sys ems, 19(12), 1217–
1252. h ps://doi.o g/10.17705/1jais.00525
In o ma ion Sys ems Jou nal
Baham, C., & Hi schheim, R. (2022). Issues, challenges, and a p oposed heo e ical co e o agile so wa e
de elopmen esea ch. In o ma ion Sys ems Jou nal, 32(1), 103-129. h ps://doi.o g/10.1111/isj.12336
Da ison, R. M. (2017). Edi o ial: The limi a ions o limi a ions. In o ma ion Sys ems Jou nal, 27(6), 695–697.
h ps://doi.o g/10.1111/isj.12167
Ghobadi, S., & Ma hiassen, L. (2016). Pe cei ed ba ie s o e ec i e knowledge sha ing in agile so wa e
eams. In o ma ion Sys ems Jou nal, 26(2), 95–125. h ps://doi.o g/10.1111/isj.12053
Ghobadi, S., & Ma hiassen, L. (2017). Risks o e ec i e knowledge sha ing in agile so wa e eams: A model
o assessing and mi iga ing isks. In o ma ion Sys ems Jou nal, 27(6), 699–731.
h ps://doi.o g/10.1111/isj.12117
Kau z, K., Madsen, S., and Nø bje g, J. (2007). Pe sis en p oblems and p ac ices in in o ma ion sys ems
de elopmen . In o ma ion Sys ems Jou nal, 17(3), 217–239. h ps://doi.o g/10.1111/j.1365-2575.2007.00222.x
Keil, M., Tiwana, A., & Bush, A. (2002). Reconciling use and p ojec manage pe cep ions o IT p ojec
isk: A Delphi s udy. In o ma ion Sys ems Jou nal, 12(2), 103–119. h ps://doi.o g/10.1046/j.1365-
2575.2002.00121.x
Lee, J. S., Keil, M., & Wong, K. F. E. (2021). When a g ow h mindse can back i e and cause escala ion o
commi men o a oubled in o ma ion echnology p ojec . In o ma ion Sys ems Jou nal, 31(1), 7–32.
h ps://doi.o g/10.1111/isj.12287
Qu eshi, I., Fang, Y., Hagge y, N., Compeau, D. R., & Zhang, X. (2018). IT‐media ed social in e ac ions
and knowledge sha ing: Role o compe ence‐based us and backg ound he e ogenei y. In o ma ion
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