Managing autonomy and control: Enhancing team agility through effective governance

Abstract

This dissertation explores the complex link between team governance and team agility. The idea of team agility, which originated in software development, has typically been associated with independent self-managed teams. This study supports the argument that in other team environments, agility is fostered by striking a balance between the opposing forces of autonomy and control, the two primary forces influencing team governance. Through qualitative research involving in-depth interviews with managers and team members from the service sector, this study seeks to unravel the nuanced perspectives surrounding the autonomy-control dilemma. The qualitative data acquired from these interviews is examined to find patterns, themes, and insights that illuminate their interplay. The results of this study shed light on the complex nature of team governance and offer valuable guidance for managers trying to strike a balance between autonomy and control, ultimately enhancing their team’s agility.