| Chan et al. (2019) | A case study | Small- and medium-sized enterprises | How SMEs achieve agility in response to Disruptive Digital Innovation | 22 interviews | Balancing exploitation and exploration innovation | Knowledge-sharing, resource balancing |
| Cram and Marabelli (2018) | A longitudinal case study | Organization | How do knowledge- sharing processes associated with ISD projects change when agile techniques are increasingly used alongside traditional techniques? | 32 interviews and 48 company documents | Knowledge creating and sharing | Mixing explicit and tacit knowledge |
| Fontana et al. (2015a, b) | A multiple-case study | The agile software development team | How do teams mature in agile software development? | 14 interviews and two types of questionnaire | Dual behaviors | Strategies that foster experimenting and learning |
| Lee et al. (2006) | Not specified | Globally distributed software projects | Not specified | 22 semi-structured, face-to-face/telephone interviews | Communication | Have coping strategies, Frequent planning, Varying communications options |
| Napier et al. (2008) | A two-year action research study | Project portfolio management | Not specified | 32 interviews, two workshops, 18 meetings, diagnosing report | Balanced practices | Actions and interactions related to building alignment and adaptability, Creating an organizational context |
| Ramesh et al. (2012) | A multi-site case study | Agile distributed teams | RQ1: What is the exact nature of the flexibility-stability conflicts that arise in agile distributed product development settings? RQ2: What mechanisms do software teams devise to achieve a balance between flexibility- stability in agile distributed product development settings? | 25 on-site and phone interviews and the review of documentation | Performance management, Balanced practices, Processes and systems as enabler | Fast-cycle feedback, development of collective identity, formal structures but with flexibility, process assimilation before delivering, mixing explicit and tacit knowledge, using productivity tools, creating formal structures but with flexibility, process assimilation before delivering, giving support and building trust and using meta-routines |
| Temizkan and Kumar (2015) | Tested hypotheses by using a combined data set | Open source software (OSS) development projects | RQ1: Does the network structure of artifact teams have a differential impact on OSS artifact development performance depending on the type of artifact? RQ2: Does heterogeneity exist in the network structure of developers depending on the type of artifact? | Dataset included 3,059 observations (projects) | Ambidextrous developers | Integrating and controlling information between exploitation and exploration teams |
| Saxena et al. (2016) | 2 case studies | Agile Distributed Development project | RQ1: What is the exact nature of the flexibility-stability conflicts that arise in agile distributed product development settings? RQ2: What mechanisms do software teams devise to achieve a balance between flexibility- stability in agile distributed product development settings? | Interviews | Balanced practices | Mixing hard and soft elements, role specification and giving support and building trust |
| Wang et al. (2008) | 2 case studies | Team | Not specified | Interviews | Slack time | Planning for slack time, acquiring new skills and reviewing process |
| Vejseli et al. (2018) | Interview-study | Organization | How is the concept of an effective ITG framework changing in response to the demand for agility in organizations? | 33 interviews and an questionnaire | Governance structures | Mixing governance structures |
| Vidgen and Xiaofeng (2009) | 2 case studies | Organization | Not specified | 14 interviews | Time-pacing, Balanced practices | Using fixed-length sprints, reserving time for study and daily feedback sessions |