Marthe Nordengen Berntzen

• Stray, Viktoria; Berntzen, Marthe Nordengen & Moe, Nils Brede (2026). Large-scale agile software development and coordination: A teaching case. Journal of Systems and Software. ISSN 0164-1212. 243. doi: 10.1016/j.jss.2026.113102. Full text in Research Archive
• Berntzen, Marthe; Moe, Nils Brede; Hoda, Rashina & Ulfsnes, Rasmus (2026). Emerging Tensions In Cross-Departmental Collaboration During Digital Transformation In The Media Sector. In Brocke, Jan vom (Eds.), ECIS 2026 Proceedings. Association for Information Systems (AIS). doi: https:/aisel.aisnet.org/ecis2026/digitrans/digitrans/14. Full text in Research Archive Show summary

  Digital transformation (DT) not only introduces new technologies but also reconfigures relationships among professional groups. In the media sector, digital transformation disrupts organizational structure, work practices, and decision-making structures. This research in progress presents preliminary findings from the basic stage of an ongoing socio-technical grounded theory study on tensions in cross-departmental collaboration emerging from digital transformation in a media organization that implemented a product-oriented organizational model. The analysis shows three main areas of tensions emerging from 1) cross-departmental differences in work cultures and practices, 2) unclear and ambiguous roles, and 3) imbalanced decision-making and prioritization processes. From this, we discuss linkages to existing literature, and outline areas of further inquiry as the study proceeds to the advanced stages of theory development.

• Barbala, Astri Moksnes; Berntzen, Marthe Nordengen & Moe, Nils Brede (2025). Social capital in large-scale agile software product management: A multi-case study. Information and Software Technology. ISSN 0950-5849. 187. doi: 10.1016/j.infsof.2025.107841. Full text in Research Archive Show summary

  Context Large fintech organizations are increasingly adopting agile methodologies to enhance product development capabilities. However, implementing agile at scale presents unique challenges, particularly related to collaboration essential for successful software product management (SPM). Social capital, comprising structural, cognitive, and relational dimensions, may play a crucial role in facilitating the collaboration needed to overcome these challenges. Objectives We examine the role of social capital in large-scale agile SPM, focusing on how it facilitates coordination, collaboration, and, ultimately, success, in complex, product-focused environments. Methods We employ a multi-case study approach, comprising 33 interviews, observations, and document analysis, analyzing two Scandinavian fintech companies that have adopted large-scale agile practices organized around product areas. Results Our findings, viewed through the lens of social capital theory, show that its three dimensions help explain how large-scale organizations adopting SPM manage dependencies and enable product-focused coordination. Specifically, the structural dimension helps illuminate how networks are formed; the cognitive dimension clarifies how shared understanding of product visions and development practices emerges; and the relational dimension highlights how trust is cultivated among product development actors across multiple operational levels (i.e., product team, product area, organizational, and external levels). Together, these dimensions offer insight into how agile practices are effectively implemented at scale. Conclusion Our study finds that social capital is a critical enabler of effective SPM in large-scale agile contexts. Its three dimensions support the collaboration and relational networks necessary for agility at scale. These insights suggest that fostering social capital should be prioritized in agile transformations to address the sociotechnical complexities inherent in large-scale SPM.

• Berntzen, Marthe (2025). A Relational Coordination Theory Perspective on Communication Tools in the Digital Workplace. In Orel, Marko; Černe, Matej & Wong, Sut I (Ed.), Humanizing the Digital Workspace: Creativity, Innovation and Leadership in the Age of Technology | SpringerLink. Springer Nature. ISSN 9783031769016. p. 63–81. doi: 10.1007/978-3-031-76902-3_3. Full text in Research Archive Show summary

  In the digital workplace, digital communication tools provide a means for efficient communication, thereby facilitating knowledge and information sharing across spatial, geographical, and temporal borders. Moreover, work teams often use such collaboration tools to coordinate interdependent work elements. Although such tools are not new in themselves, recent years have seen marked developments in which tools are available and how they are used, and their functionality is constantly being further developed. Many knowledge workers today are familiar with using tools such as Slack, Microsoft Teams, or other real-time chat software for communication with colleagues and other stakeholders, and new AI tools are about to make further changes in digital collaboration. This chapter takes a coordination approach to digital communication, presenting digital communication tools as coordination mechanisms that are essential for efficient digital collaboration. Specifically, we use relational coordination theory, which posits that work relationships characterized by high levels of shared knowledge, shared goals, mutual respect, and high-quality communication experience more efficient coordination. Moreover, although digital communication tools enable coordination, research has also shown there are many challenges related to digital collaboration. Some of these challenges may be mitigated by the relational coordination concepts. This chapter presents relational coordination theory as a lens for understanding digital coordination and collaboration by summarizing existing knowledge on relational coordination in the digital workplace. From this, it proposes a conceptual model with related propositions to inspire future research on the role of digital tools in collaborative settings.

• Barbala, Astri Moksnes; Moe, Nils Brede & Berntzen, Marthe Nordengen (2025). Social Capital in Software Product Management: A Case Study From a Large-Scale Agile Context. In Marchesi, Lodovica; Goldman, Alfredo; Lunesu, Maria Ilaria; Przybyłek, Adam; Aguiar, Ademar; Morgan, Lorraine; Wang, Xiaofeng & Pinna, Andrea (Ed.), Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2024 Workshops, Bozen-Bolzano, Italy, June 4–7, 2024, Revised Selected Papers. Springer. ISSN 9783031727818. p. 90–99. doi: 10.1007/978-3-031-72781-8_10. Full text in Research Archive Show summary

  Although large-scale agile software development increasingly is being organized in product areas, little research has to date looked into the skills needed for central roles to succeed with software product management (SPM) in a large-scale setting. Addressing this research gap, this paper provides insights into the skills and competencies deemed essential among Product Managers and Product Owners in ScanBank, a Scandinavian fintech organization counting over 10,000 employees. Our findings reveal that establishing and maintaining social networks are found to be paramount for successfully performing SPM-related tasks in a large-scale agile organizational context. We utilized a model for social capital consisting of three different dimensions to analyze our data material and highlight the value of social capabilities in enhancing collaboration and efficiency within large-scale agile SPM.

• Ulfsnes, Rasmus; Berntzen, Marthe; Moe, Nils Brede; Barbala, Astri Moksnes; Sporsem, Tor Thorsrud & Stray, Viktoria (2024). Exploring the Organizational Models for Data Science in Agile Software Development: Challenges and Strategies from a Multi-Case Study. In Bui, Tung X. (Eds.), Proceedings of the 57th Hawaii International Conference on System Sciences. The Hawaii International Conference on System Sciences (HICSS). ISSN 9780998133171. p. 7249–7258. doi: 10.24251/HICSS.2023.870. Full text in Research Archive Show summary

  In an increasingly fast-paced and dynamic world with exponentially more data, more roles are required in agile software development. At the same time, the development team needs to maintain speed and autonomy. The challenges surrounding the organization of cross-functional teams are thus exacerbated. Through a multi-case study with interviews from five organizations, we show how agile companies use different models of organizing data scientists. We find that there are specific challenges related to each of these organizational models and that some challenges are shared among all the organizational models. Challenges include difficulty coordinating development strategies and a lack of resources. In addition, we identify strategies used to overcome the challenges, including coordinating mechanisms for platform teams, communities of practice for data scientists, and the development of shared playbooks.

• Berntzen, Marthe; Engdal, Silje Alette; Gellein, Maja & Moe, Nils Brede (2024). Coordination in Agile Product Areas: A Case Study from a Large FinTech Organization. In Šmite, Darja; Guerra, Eduardo; Wang, Xiaofeng; Marchesi, Michele & Gregory, Peggy (Ed.), Agile Processes in Software Engineering and Extreme Programming: 25th International Conference on Agile Software Development, XP 2024, Bozen-Bolzano, Italy, June 4–7, 2024, Proceedings. Springer. ISSN 9783031611544. p. 36–52. doi: 10.1007/978-3-031-61154-4_3. Full text in Research Archive Show summary

  Product teams organized into product areas are becoming more and more prevalent in large-scale agile. While such arrangements are thought to improve the development process and overall product delivery, it is still not clear how this form of organizing alleviates the coordination challenges commonly associated with large-scale agile. In this paper, we report on a case study from a product area in a large FinTech organization. Through analyzing interviews, observations, and strategic documents, we describe how organizing into a product area with vertical and horizontal teams supported inter-team coordination. Fur- ther, we describe seventeen coordination mechanisms used in the product area. Our findings have three main contributions. First, we propose that the product area represent a distinct organizational level that can support coordination in large scale development settings. Second, we found that the team types used in the product area represent different team typologies. Third, pull requests and pair program- ming were used as inter-team coordination mechanisms, and our findings suggest that pair programming to some extent could replace the PR mechanism to further improve product area coordination.

• Moe, Nils Brede; Berntzen, Marthe; Barbala, Astri Moksnes & Stray, Viktoria (2024). Software Product Management in Large-Scale Agile. In Šmite, Darja; Guerra, Eduardo; Wang, Xiaofeng; Marchesi, Michele & Gregory, Peggy (Ed.), Agile Processes in Software Engineering and Extreme Programming: 25th International Conference on Agile Software Development, XP 2024, Bozen-Bolzano, Italy, June 4–7, 2024, Proceedings. Springer. ISSN 9783031611544. p. 53–69. doi: 10.1007/978-3-031-61154-4_4. Full text in Research Archive Show summary

  Large-scale agile software development is increasingly being orga- nized with product management. Although product management is familiar to software engineering, we need research-based knowledge about organizing prod- uct management in an agile development context. This study focuses on product management challenges and configurations in a Nordic fintech organization with 10,000 employees. We conducted 19 interviews with participants involved in core product management activities. The study identifies ten key factors that hinder product management performance in a large-scale agile product company. Further, we present six product management configurations used in the fintech organiza- tion. The most suitable setup depends on the product lifecycle stage, product size, and development team setup. Our summary of the product management configura- tions and challenges can guide software product managers working in large-scale agile companies.

• Berntzen, Marthe; Stray, Viktoria; Moe, Nils Brede & Hoda, Rashina (2023). Responding to change over time: A longitudinal case study on changes in coordination mechanisms in large-scale agile. Empirical Software Engineering. ISSN 1382-3256. 28. doi: 10.1007/s10664-023-10349-0. Full text in Research Archive Show summary

  Abstract Context Responding to change and continuously improving processes, practices, and products are core to agile software development. It is no different in large-scale agile, where multiple software development teams need to respond both to changes in their external environments and to changes within the organization. Objective With this study, we aim to advance knowledge on coordination in large-scale agile by developing a model of the types of organizational changes that influence coordination mechanisms. Method We conducted a longitudinal case study in a growing large-scale agile organization, focusing on how external and internal changes impact coordination over time. We collected our data through 62 days of fieldwork across one and a half years. We conducted 37 interviews, observed 118 meetings at all organizational levels, collected supplementary material such as chat logs and presentations, and analyzed the data using thematic analysis. Results Our findings demonstrate how external events, such as onboarding new clients, and internal events, such as changes in the team organization, influence coordination mechanisms in the large-scale software development program. We find that external and internal change events lead to the introduction of new coordination mechanisms, or the adjustment of existing ones. Further, we find that continuous scaling requires continuous change and adjustment. Finally, we find that having the right mechanisms in place at the right time strengthens resilience and the ability to cope with change in coordination needs in complex large-scale environments. Conclusions Our findings are summarized in an empirically based model that provides a practical approach to analyzing change, aimed at supporting both researchers and practitioners dealing with change in coordination mechanisms in large-scale agile development contexts.

• Gustavsson, Tomas; Berntzen, Marthe & Stray, Viktoria (2022). Changes to team autonomy in large-scale software development: a multiple case study of Scaled Agile Framework (SAFe) implementations. International Journal of Information Systems and Project Management. ISSN 2182-7796. 10(1), p. 29–46. doi: 10.12821/ijispm100102. Full text in Research Archive Show summary

  Large-scale transformations of agile ways of working have received more attention in the industry in recent years. Some organizations have developed their own solutions for scaling, whereas many have chosen trademarked frameworks. In large-scale agile software development, many developers and development teams carry out work simultaneously. When autonomous teams need to coordinate toward a common goal, they must sacrifice some level of autonomy. Development, testing, and integrations need to be coordinated with other teams and aligned with an organization´s programs or portfolio. Through the conducting of 28 interviews and 17 on-site visits, this multiple case study explored how team autonomy changed in three agile software development organizations that implemented the Scaled Agile Framework (SAFe). The positive changes to team autonomy that they experienced as a result included getting a better overview, making better long-term decisions, giving and receiving help, and signaling limitations. We found two negative impacts on team autonomy: limited feature choice and enforced refinement. The study extends previous research on large-scale agile software development and improves our understanding of impacts on team autonomy.

• Wong, Sut I; Berntzen, Marthe; Warner-Søderholm, Gillian & Giessner, Steffen Robert (2022). The negative impact of individual perceived isolation in distributed teams and its possible remedies. Human Resource Management Journal. ISSN 0954-5395. n/a(n/a). doi: 10.1111/1748-8583.12447. Full text in Research Archive Show summary

  Previous research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time-lag field study, applying a Job Demand–Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed.

• Berntzen, Marthe; Hoda, Rashina; Moe, Nils Brede & Stray, Viktoria (2022). A taxonomy of inter-team coordination mechanisms in large-scale agile. IEEE Transactions on Software Engineering. ISSN 0098-5589. 49(2), p. 699–718. doi: 10.1109/TSE.2022.3160873. Full text in Research Archive Show summary

  In large-scale agile software development, many teams work together to achieve overarching project goals. The more teams, the greater the coordination requirements. Despite the growing popularity of large-scale agile, inter-team coordination is challenging to practice and research. We conducted a case study over 1.5 years in a large-scale software development firm to better understand which inter-team coordination mechanisms are used in large-scale agile and how they support inter-team coordination. Based on a thematic analysis of 31 interviews, 113 hours of observations, and supplemental material, we identified 27 inter-team coordination mechanisms. From this, we offer the following contributions. First, we propose a taxonomy of inter-team coordination with three categories: coordination meetings, such as communities of practice, inter-team stand-ups, and retrospectives; coordination roles, such as the program architects and the platform team; and coordination tools and artefacts, such as Slack and JIRA as well as inter-team task boards, product backlogs, and roadmaps. Second, the coordination mechanisms displayed combinations of four key characteristics, technical, organizational, physical, and social (TOPS), which form the basis of the TOPS framework to capture the multifaceted characteristics of coordination mechanisms. Technical relates to the software product and/or technical tools supporting software development. Organizational pertains to the structural aspects of the organization. Physical refers to tangible or spatial characteristics. Social captures interpersonal and community-based characteristics. Finally, the taxonomy and the TOPS framework provide a knowledge base and a structured approach for researchers to study as well as for software practitioners to understand and improve inter-team coordination in large-scale agile.

• Stray, Viktoria; Moe, Nils Brede; Vedal, Henrik Aspenes & Berntzen, Marthe (2022). Using Objectives and Key Results (OKRs) and Slack: A Case Study of Coordination in Large-Scale Distributed Agile. In Bui, Tung (Eds.), The proceedings of the 55th Hawaii International Conference on System Sciences. University of Hawai'i at Manoa. ISSN 9780998133157. p. 7360–7369. Full text in Research Archive Show summary

  Today, many large-scale software projects have members working from home, which has changed the way teams coordinate work. To better understand coordination in this setting, we conducted a case study through which we examined two teams in a large-scale agile project by observing meetings and conducting 17 interviews. Through the lens of Relational Coordination Theory (RCT), we analyzed the use of the goal-setting framework Objectives and Key Results (OKRs) and the collaboration tool Slack. Slack was used for frequent, timely, and problem-solving communication and, and its use decreased the number of planned meetings. However, discussions often started on Slack and continued in virtual ad-hoc meetings. The use of OKRs facilitated knowledge sharing, helped the teams align their goals, and provided inter-team insights. The main implication of our research is that projects using OKRs need to support project members, especially in formulating the key results that align and motivate the teams to work toward the same mission.

• Vedal, Henrik Aspenes; Stray, Viktoria; Berntzen, Marthe & Moe, Nils Brede (2021). Managing Dependencies in Large-Scale Agile. Lecture Notes in Business Information Processing. ISSN 1865-1348. 426, p. 52–61. doi: 10.1007/978-3-030-88583-0_6. Full text in Research Archive Show summary

  Delivering results iteratively and frequently in large-scale agile requires efficient management of dependencies. We conducted semistructured interviews and virtual observations in a large-scale project during the Covid-19 pandemic to better understand large-scale dependency management. All employees in the case were working from home. During our data collection and analysis, we identified 22 coordination mechanisms. These mechanisms could be categorized as synchronization activities, boundary-spanning activities and artifacts, and coordinator roles. By using a dependency taxonomy, we analyzed how the mechanisms managed five different types of dependencies. We discuss three essential mechanisms for coordination in our case. First, setting Objectives and Key Results (OKRs) in regular workshops increased transparency and predictability across teams. Second, ad-hoc communication, mainly happening on Slack because of the distributed setting, was essential in managing dependencies. Third, the Product Owner was a coordinator role that managed both inter-team and intra-team dependencies.

• Berntzen, Marthe & Wong, Sut I (2021). Autonomous but interdependent: The roles of initiated and received task interdependence in distributed team coordination. International Journal of Electronic Commerce. ISSN 1086-4415. 25(1), p. 7–28. doi: 10.1080/10864415.2021.1846851. Full text in Research Archive Show summary

  Distributed team arrangements are becoming “the new normal”. The present study considers the evolution of electronic commerce into an area where operational interaction and coordination of work occurs when previously only commerce occurred. As more teams are moving online, the need to understand the conditions supporting team coordination is becoming increasingly prevalent. By examining the moderating roles of initiated and received task interdependence on the relationship between perceptions of self-management and coordination in distributed teams, we aim to advance research in the area of e-commerce and benefit distributed teams in current and future practice. Results based on a survey of 101 professionals working in distributed teams indicate that the level of team self-management is positively related to perceived coordination when the level of initiated task interdependence within a team is high, as well as when the level of received task interdependence is low. These findings further indicate that initiated and received team task interdependence represent difference team coupling structures that can enable or hinder team coordination. Theoretical and practical implications for the boundary conditions to sustain coordination in self-managing teams are discussed.

• Berntzen, Marthe; Stray, Viktoria & Moe, Nils Brede (2021). Coordination Strategies: Managing Inter-team Coordination Challenges in Large-Scale Agile. In Gregory, Peggy; Lassenius, Casper; Wang, Xiaofeng & Kruchten, Philippe (Ed.), Agile Processes in Software Engineering and Extreme Programming: 22nd International Conference on Agile Software Development, XP 2021, Virtual Event, June 14–18, 2021, Proceedings. Springer. ISSN 9783030780975. p. 140–156. doi: 10.1007/978-3-030-78098-2_9. Full text in Research Archive
• Hukkelberg, Ivar & Berntzen, Marthe (2019). Exploring the challenges of integrating data science roles in agile autonomous teams. Lecture Notes in Business Information Processing. ISSN 1865-1348. 364, p. 37–45. doi: 10.1007/978-3-030-30126-2_5. Full text in Research Archive Show summary

  The notion of autonomous teams is core to agile software development. However, autonomy in agile teams is challenged by increasingly complex software projects, large-scale agile and perhaps increasingly multidisciplinary teams. At the same time, data science roles are making their way into agile teams as companies seek to reap the potential advantages of using data to develop better and more competitive services and products. The consequences of implementing such roles in traditional agile teams are largely unknown. In this paper, we take an exploratory approach to the topic of data science roles in agile teams by a set of interviews with five data scientists as well as three members of an agile software development team. Based on the interviews we identify a set of challenges associated with incorporating the role in agile autonomous teams. Based on these challenges we discuss preliminary recommendations for companies seeking to integrate data science roles in agile teams.

• Berntzen, Marthe; Moe, Nils Brede & Stray, Viktoria (2019). The product owner in large-scale agile: An empirical study through the lens of relational coordination theory. Lecture Notes in Business Information Processing. ISSN 1865-1348. 355, p. 121–136. doi: 10.1007/978-3-030-19034-7_8. Full text in Research Archive Show summary

  In agile software development, a core responsibility of the product owner (PO) is to communicate business needs to the development team. In large-scale agile software development projects, many teams work toward an overall outcome, but they also need to manage interdependencies and coordinate efficiently. In such settings, POs need to coordinate knowledge about project status and goal attainment both within and across the development teams. Previous research has shown that the PO assumes a wide set of roles. Still, our knowledge about how POs coordinate amongst themselves and with their teams in large-scale agile is limited. In this case study, we explore PO coordination in a large-scale development program through the theoretical lens of Relational Coordination Theory. Our findings suggest that (1) coordination varies depending on the context of each PO, (2) a focus on achieving high-quality communication changes coordination over time, and (3) unscheduled coordination enables of high-quality communication.

• Berntzen, Marthe & Wong, Sut I (2019). Coordination in distributed, self-managing work teams: The roles of initiated and received task interdependence. Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS). ISSN 1530-1605. p. 973–982. doi: 10.24251/HICSS.2019.119. Full text in Research Archive Show summary

  While coordination is assumed to contribute to distributed self-managing work team performance, our knowledge about the factors influencing coordination in such team settings is limited. In the present study, we investigate the moderating roles of initiated and received task interdependence on the relationship between self-management and coordination perceptions in distributed teams that rely on electronic communication tools to interact. A field survey study of 110 employees in 40 distributed teams demonstrated that when there are high levels of initiated task interdependence and low levels of received task interdependence, team self-management is associated with stronger perceived coordination in distributed teams. Based on these results, we discuss theoretical and practical implications for distributed self-managing teams.

• Berntzen, Marthe (2019). Coordination in large-scale agile software development. Lecture Notes in Business Information Processing. ISSN 1865-1348. 364, p. 123–133. doi: 10.1007/978-3-030-30126-2_15. Full text in Research Archive Show summary

  Agile practices are popular within software development. But when applied to large projects with many teams, coordination challenges arise. The projects working title “Coordination in large-scale agile software development: An investigation of coordination mechanisms, communication, roles, autonomy and interdependencies” summarizes the main topics of investigation. While all theoretical and analytical approaches to the data material is not yet determined, I have already started fieldwork in one company which will serve as a main longitudinal case, with more to follow as the project proceeds. Initial fieldwork has revealed that there are differences in how agile teams coordinate their work across teams. I will continue to explore these differences. End goals of the project include to identify success criteria for coordination in large-scale agile software development projects.

• Wong, Sut I & Berntzen, Marthe (2019). Transformational leadership and leader–member exchange in distributed teams: The roles of electronic dependence and team task interdependence. Computers in Human Behavior. ISSN 0747-5632. 92, p. 381–392. doi: 10.1016/j.chb.2018.11.032. Full text in Research Archive Show summary

  While the use of distributed teams enabled by digital technologies is burgeoning in contemporary organizations, leaders of distributed teams face different challenges than those of co-located teams. Our knowledge about how these differences play out, however, is not yet fully developed. To address this, the present study investigates how transformational leaders may develop high-quality leader-member exchange (LMX) relationships in distributed teams. Based on two field studies of distributed teams in three organizations, the present study examined how the joint effect of electronic dependence and team task interdependence may influence the relationship between transformational leadership and LMX quality. Across both studies, results from three-way interaction analyses demonstrated that transformational leadership related negatively to LMX quality when electronic dependence and task interdependence were both high. Based on the results, we discuss theoretical and practical implications for leaders with a relationship-based approach in distributed teams.

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• Berntzen, Marthe Nordengen (2023). Et rammeverk for koordinering i stor-skala smidig. Full text in Research Archive
• Berntzen, Marthe (2019). Stor-skala smidig. Full text in Research Archive
• Berntzen, Marthe (2019). PO-rollen: Koordinering gjennom relasjoner i stor-skala smidig. Full text in Research Archive
• Moe, Nils Brede & Berntzen, Marthe (2019). Organisering og styring i storskala agile: produkteierrollen i Entur. Full text in Research Archive
• Berntzen, Marthe (2019). Product Owners and Coordination in Large-Scale Agile. Full text in Research Archive
• Berntzen, Marthe Nordengen; Wong, Sut I & Steen, Fredrik Hopen (2018). When the favor is not seen as genuine – the moderating roles of social- and economic LMX on the relationship between empowering leadership and OCB. Full text in Research Archive
• Wong, Sut I & Berntzen, Marthe Nordengen (2018). Leading virtually - When transformation get lost in virtual translation. Full text in Research Archive
• Wong, Sut I & Berntzen, Marthe Nordengen (2018). Transformational Leadership and Leader-Member Exchange (LMX) in Virtual Teams: The Roles of Electronic Dependence and Team Task Interdependence. Full text in Research Archive
• Bjugstad, Therese; Berntzen, Marthe Nordengen & Wong, Sut I (2018). Lederkommunikasjon: En nøkkel for medarbeiderengasjement. Magma forskning og viten. ISSN 1500-0788. 21(4), p. 40–48. Full text in Research Archive Show summary

  Medarbeideres engasjement på jobb ansees som en nøkkelfaktor for bedrifters ytelse og prestasjoner. Gallup-undersøkelser viser imidlertid at urovekkende få medarbeidere opplever aktivt engasjement i sitt arbeid (Crabtree, 2013). Medarbeiderengasjement påvirkes av lederes kommunikasjon, der ikke bare hva, men også hvordan ledere kommuniserer spiller inn. Likevel mangler det empirisk forskning på forholdet mellom lederes kommunikasjonsferdigheter og medarbeiderengasjement, samt hvilken rolle kommunikasjonstrening spiller i dette forholdet. Denne studien undersøker derfor hvordan kommunikasjonstrening for ledere kan relateres til lederes kommunikasjonsytelse og medarbeiderengasjement. Studien benytter data samlet inn i perioden 2013-2015 blant ansatte i DNB. I denne perioden deltok 138 av selskapets ledere i et kommunikasjonstreningsprogram i regi av ZYNK Communication and Leadership AS. Resultatene fra undersøkelsen viste en sammenheng mellom kommunikasjonsytelse etter kommunikasjonstrening og nivået av medarbeiderengasjement blant ansatte. Dette indikerer at bedrifter kan dra nytte av å tilby sine ledere å utvikle sine kommunikasjonsferdigheter for økt medarbeiderengasjement.

• Berntzen, Marthe (2023). Coordination Mechanisms in Large-Scale Agile Software Development: A Longitudinal Empirical Investigation. Universitetet i Oslo. Full text in Research Archive Show summary

  Large-scale agile software development is characterized by the need to coordinate dependencies within and between teams using various coordination mechanisms. Research on large-scale agile has identified and described many coordination mechanisms, but until now there has not been a structured approach to identifying and describing mechanisms, their characteristics, and how they may change over time. This dissertation presents an overview of 47 coordination mechanisms used in a large-scale agile Norwegian development program and presents the development of the Framework for Analyzing Large-scale agile Coordination mechanisms (FALC). FALC is developed from longitudinal fieldwork including the observation of more than a hundred meetings and 37 interviews and consists of 1) a taxonomy of inter-team coordination mechanisms including meetings, roles, and tools and artefacts, 2) a framework for analyzing the mechanisms’ technical, organizational, social, and physical characteristics, and 3) a practical approach to analyzing change in coordination mechanisms. FALC is designed to be context-sensitive and is intended for both researchers and practitioners in understanding and selecting mechanisms across organizational contexts. By this, the Ph.D. thesis advances knowledge on coordination in large-scale agile, with the goal of contributing to successful agile software development and continuous value delivery in large-scale settings.

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