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EXPLORING THE INTERPLAY OF MILITARY EXPERIENCE AND AGILE MINDSET IN SOFTWARE DEVELOPMENT
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2025-05
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Business Administration/Management Information Systems
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https://doi.org/10.34944/p4e0-4d06
Abstract
Agile software development prioritizes adaptability, collaboration, and iterative learning (Beck et al., 2001; Highsmith, 2009), yet little research examines how professional background influences adaptability in agile teams, particularly among military veterans transitioning into software development (Dempsey et al., 2021; King, 2017). Using a two-phased research approach, this study explores how military experience impacts agile mindset adoption, focusing on adaptability, uncertainty management, and team integration. Study One employs thematic analysis to identify core agile mindset traits among practitioners (Asseraf & Gnizy, 2022; Leeuw & Joseph, 2023). Study Two applies crisp-set qualitative comparative analysis (csQCA) to compare veterans and non-veterans, using Pulakos et al.'s (2000) eight-dimension adaptability framework. Chi-Square and Fisher's Exact Tests validate key findings (McHugh, 2013; Noyes et al., 2019). Veterans rely on structured decision-making, resilience under stress, and hierarchical leadership (Kiser, 2015; Mael et al., 2022), while non-veterans emphasize flexibility, iterative learning, and decentralized collaboration (Schwaber & Sutherland, 2020; Zhang & Pulakos, 2021). Both approaches contribute to agile success but require tailored training for workforce integration.
This study expands on agile methodology, workforce adaptability, and veteran transition, offering practical recommendations for training, onboarding, and leadership development (Gonzalez & Simpson, 2021; Kamarck, 2018). Future research should examine longitudinal adaptability shifts and industry-wide applications (Creswell & Poth, 2018; Yin, 2018).
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