Microservices in the context of a fast-growing company
Abstract: During the last decade, there has been a progressive shift towards a more modularized and distributive way of developing software to faster react to the changing environment, with the use of Microservices. This has forced companies to adjust their software organization in order to utilize the full capabilities of microservices. However, this process is no easy task. The way teams are formed, their size, communication methods, and the level of freedom they have to innovate can highly impact the code produced. Furthermore, there is, however, during the time of this research, still very limited qualitative research on how the companies work with autonomy and how this affects the transferring of knowledge within the company. Therefore, the purpose of this study was from an industrial perspective to investigate how fast-growing companies work with microservices on an organizational level and how team autonomy affects knowledge sharing within the organization. In order to achieve this purpose a multi-case study was conducted across 9 different companies. The result shows that companies are trying to achieve as much team autonomy as possible by forming self-manage cross-functional teams. However, autonomy needs to be balanced with the challenges that arise from growing fast. This can force the company to move to a functional team. In order to compensate for this lack of natural communication as well as improve knowledge sharing, in general, the participating companies had implemented several activities. The weekly session was one type of activity that was frequently used among companies.
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