• Investigates influence of remote distributed teams on Agile project success. • Proposes a model integrating TOE framework. • Performs PLS-SEM analysis on survey data from IT professionals. • Job performance and team satisfaction impacts on Agile project success. Software development firms have specific goals but today's dynamic business environment, especially regarding the use of remote teams, presents great challenges due to uncertainties and multiple risks. This study investigates the facilitators of the success of Agile software development projects delivered by remote teams. We employ a conceptual research model founded on the technology-organization-environment (TOE) framework. The study contributes to the literature by exploring how remote teams affect the success of Agile software development projects. Partial least squares structural equation modeling (PLS-SEM) analysis of the data collected from 198 IT professionals revealed that perceived pressure from government, job performance, and team satisfaction are significant in explaining these projects’ success.

The evolution of mobile technology has contributed to the growth seen in mobile applications (m-apps) usage. Since businesses have accelerated their development of mobile platforms for their services, the number of m-apps that are available to users has increased. This poses a challenge for companies, as they seek to retain a long-term user base they also need to be aligned with consumers’ beliefs and wants, and promote the use of their own m-apps. This research investigates the motivations behind users’ intention to continuously use m-apps. We employ the expectation-confirmation model (ECM) and incorporate the perspective of lifestyle compatibility. A total of 175 responses to questionnaires were obtained from an online survey to empirically validate the proposed model, using the partial least squares (PLS) method. The findings demonstrate that lifestyle compatibility is a strong predictor for continuance intention of m-apps.

We show what the influential factors and practical strategies are that contribute to agile project management success. The research model comprises three people-related factors (personal characteristics, team capability, and customer involvement), three technological factors (gamification, artificial intelligence, and marketing intelligence), and one dependent variable (agile project management success). Based on 143 questionnaire responses, our findings reaffirm the positive impact of personal characteristics and customer involvement while challenging the roles of gamification and team capability, suggesting that their effects are more context-dependent than previously thought. Our findings also highlight that agile project management success depends on the interplay between remote work and team capability, with strong team skills being highly important for agile methodologies, especially in traditional office settings.

Artificial intelligence (AI) and big data, among other new technologies, have attracted the attention and interest of practitioners and researchers in cognitive cybersecurity regarding the use of AI technologies to protect digital as well as analogue systems. This mixed-method study explores the main determinants of cognitive cybersecurity adoption at the individual level. We propose an integrated model with unified theory of acceptance and use of technology model in combination with trust, word-of-mouth, information security awareness, and habit. We empirically examine the hypotheses using a survey of 267 people from southern Europe. The results obtained from the use of structural equation modelling show that performance expectancy, effort expectancy, and word-of-mouth affect behavioural intention. The behavioural intention and word-of-mouth influences use behaviour. The results were triangulated with field interviews, which supported the findings. This study offers a valuable contribution to software-selling companies that are at the moment, or will in the future be, interested and/or involved in developing cognitive cybersecurity software to be used at an individual level.

Investment in information technology is associated with better business performance when its implementation is successful, but it has high costs in case of failure, especially for large software development projects, which typically have the highest failure rates. Agile methodologies emerged with the expectation of reducing the risk of software development project failure. This research aims to answer the following question: What are the human-related critical success factors for agile software development projects to succeed? The research model comprises four explanatory variables (team capability, customer involvement, psychological safety, and team autonomy) and one dependent variable (success of agile software development projects). A questionnaire-based survey was carried out, resulting in 177 valid responses. A Partial Least Squares (PLS) analysis was performed to test the theoretical model. The findings indicate that team capability and customer involvement have the strongest effects on the success of agile software development projects. The results also show that psychological safety is a significant indirect success factor and that team autonomy appears to have a competing dynamic with psychological safety on the other two factors. To the best of our knowledge, this is the first study to examine the direct impact of psychological safety and its indirect effect, mediated by team capability and customer involvement, on the success of agile software development projects. The mediation, moderation, and direct effects are studied, offering theoretical and practical insights.