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<p>In the context of Information Technology (IT), organizations integrate DevOps to facilitate rapid software delivery; however, mapping the dynamic interrelationship of capabilities, metrics, and processes in practice remains a persistent academic challenge. The current research investigates the relational mechanisms driving successful DevOps adoption. The researchers designed an elaborate single-case study to examine how high-level strategic initiatives influence the complex interplay among technical capabilities, performance metrics, and lifecycle processes. The empirical design applies a qualitative approach grounded in hybrid (abductive) thematic analysis. Established deductive frameworks provided essential baseline constructs, while inductive coding captured emergent organizational phenomena, mitigating the risk of circular reasoning (i.e., confirming <i>a priori</i> assumptions). The researchers employed methodological triangulation by synthesizing 28 semi-structured interviews with longitudinal internal archival documents (DORA metrics), subsequently validating the emergent constructs through an expert focus group to establish a continuous chain of evidence. The synthesized empirical analysis reveals that three specific strategic initiatives functioned as associative enablers during the organizational transformation: (1) a mandated, standardized Continuous Integration/Continuous Delivery (CI/CD) pipeline, (2) a centralized internal service catalog, and (3) a unified cloud-native platform. Archival metrics and interview transcripts mutually indicate these initiatives mitigated the core sociotechnical tension existing between velocity (driven by technical automation) and visibility (demanded by social governance). Grounded explicitly in Sociotechnical Systems (STS) Theory, a revised conceptual framework illuminates how technical tooling and organizational culture do not function in isolation; rather, they operate within a joint-optimization feedback loop. This theoretical model suggests a systemic mechanism for enterprise managers to balance competing sociotechnical priorities during large-scale DevOps transformations.</p>

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Strategic initiatives in DevOps adoption: a case study on the interplay of capabilities, metrics, and processes

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年7月1日

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  • Ricardo Amaro,
  • Rúben Pereira,
  • Miguel Mira da Silva

摘要

In the context of Information Technology (IT), organizations integrate DevOps to facilitate rapid software delivery; however, mapping the dynamic interrelationship of capabilities, metrics, and processes in practice remains a persistent academic challenge. The current research investigates the relational mechanisms driving successful DevOps adoption. The researchers designed an elaborate single-case study to examine how high-level strategic initiatives influence the complex interplay among technical capabilities, performance metrics, and lifecycle processes. The empirical design applies a qualitative approach grounded in hybrid (abductive) thematic analysis. Established deductive frameworks provided essential baseline constructs, while inductive coding captured emergent organizational phenomena, mitigating the risk of circular reasoning (i.e., confirming a priori assumptions). The researchers employed methodological triangulation by synthesizing 28 semi-structured interviews with longitudinal internal archival documents (DORA metrics), subsequently validating the emergent constructs through an expert focus group to establish a continuous chain of evidence. The synthesized empirical analysis reveals that three specific strategic initiatives functioned as associative enablers during the organizational transformation: (1) a mandated, standardized Continuous Integration/Continuous Delivery (CI/CD) pipeline, (2) a centralized internal service catalog, and (3) a unified cloud-native platform. Archival metrics and interview transcripts mutually indicate these initiatives mitigated the core sociotechnical tension existing between velocity (driven by technical automation) and visibility (demanded by social governance). Grounded explicitly in Sociotechnical Systems (STS) Theory, a revised conceptual framework illuminates how technical tooling and organizational culture do not function in isolation; rather, they operate within a joint-optimization feedback loop. This theoretical model suggests a systemic mechanism for enterprise managers to balance competing sociotechnical priorities during large-scale DevOps transformations.