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The history of software development is directly linked to the constant emergence of new methods and processes. Only a few of the newly developed methods are able to establish themselves for the first time and sustain themselves in the long term without becoming obsolete. In the early 2000s, however, a group of software practitioners introduced a new term to characterise new software development methods that were distinct from the state of the art, henceforth called traditional methods. These were not only well received by practitioners, but were also widely adopted, and for a short time were regarded as "... the best thing to happen to software development in recent years" (Cohen et al., 2004). Even today, more than two decades later, the concept of agility has not lost its prestige and continues to dominate the discourse and its influence far beyond the boundaries of software development. With the aim of understanding the success factor of agile software development in terms of the socio-psychological effects it has on employees, this study aims to investigate the relationship between agile software development and work characteristics.

To what extent can (consciously used) humor improve communication and help caregivers handle daily challenges in their work lives at nursing homes? What health benefits does humor also provide for the elderly residents? This project analyzes the potential for improvement of psychological well-being and social interaction in nursing homes through humor trainings for caregivers and clown visits for elderly residents.

This study focuses on the relationships between job-related consequences of COVID-19 pandemic and emyployees' performance and commitment. It also focuses on personal and organizational moderators of these relationships.

As the current pandemia due to Covid-19 (and the lockdown in many countries) produces novel challenges for organizations and employees; this international study aims at investigating the changes in working life due to the current pandemia and its consequences for the work experiences, coping and mental well-being of employees. Data from Germany, Czech Republic, Italy, and others will provide insights relevant for the future handling of work processes in extraordinary situations like a pandemia.

For more than two decades, the concept of agility has continuously dominated the discourse and continues to gain popularity. That which was first canonized by the crystallization of the Agile Manifesto in the early 2000s with the advent of 'agile software development' has now become a widespread and mass phenomenon, spawning the emergence of a multitude of so-called agile neologisms (Madsen, 2020). Today, the discourse is no longer just about agile software development, but also about "agile manufacturing," "agile supply chain," "agile HR," "agile governance," and "agile performance measurement systems," to name a few (Madsen, 2020). The latest novelty is 'Agile everything' as a "solution [] to nearly any problem -- whether at work or in life" (Fewell, 2015). To this concept, which claims to be the new management ideal and aims to be applied in all areas of our lives, there is neither a consensus on its origin nor a clear definition by which agile can be distinguished from non-agile (Abbas et al., 2008; Maarit et al., 2013; Madsen, 2020). Against this background, the aim of this work is to develop an instrument for measuring the agility of a software project.

For more than two decades, the concept of agility has continuously dominated the discourse and continues to gain popularity. That which was first canonized by the crystallization of the Agile Manifesto in the early 2000s with the advent of 'agile software development' has now become a widespread and mass phenomenon, spawning the emergence of a multitude of so-called agile neologisms (Madsen, 2020). Today, the discourse is no longer just about agile software development, but also about "agile manufacturing," "agile supply chain," "agile HR," "agile governance," and "agile performance measurement systems," to name a few (Madsen, 2020). The latest novelty is 'Agile everything' as a "solution [] to nearly any problem -- whether at work or in life" (Fewell, 2015). To this concept, which claims to be the new management ideal and aims to be applied in all areas of our lives, there is neither a consensus on its origin nor a clear definition by which agile can be distinguished from non-agile (Abbas et al., 2008; Maarit et al., 2013; Madsen, 2020). Against this background, the aim of this work is to develop an instrument for measuring the agility of a software project.

Procrastination is a form of self-regulation failure characterized by the irrational delay of tasks despite potentially negative consequences. Previous research on procrastination was mainly conducted in academic settings, oftentimes combined with a focus on individual differences. As a consequence, scholarly knowledge about how situational factors affect procrastination in work settings is still scarce. Drawing on job stress literature, we assumed that work characteristics go along with cognitive appraisals of the work situation as a challenge and/or hindrance, that these cognitive appraisals affect employees' self-regulation effort to overcome inner resistances, and that self-regulation effort should in turn be related to workplace procrastination. In our study, we focused on three specific work characteristics that we expected to trigger both challenge and hindrance appraisal simultaneously: time pressure, problem solving, and planning and decision-making. We hypothesized serial indirect effects of these work characteristics on workplace procrastination via cognitive appraisal and self-regulation processes that unfold within individuals over short periods of time. Consequently, we conducted a diary study with three measurement occasions per workday over a period of 12 days. Overall, 762 day-level datasets from 110 employees were included in Bayesian multilevel structural equation modeling (MSEM; controlled for sleep quality and occupational self-efficacy). Our results revealed negative serial indirect effects of all three work characteristics on workplace procrastination via increased challenge appraisal and subsequently reduced self-regulation effort. Further, our results showed a positive serial indirect effect of time pressure (but not of problem solving or planning and decision making) on workplace procrastination via increased hindrance appraisal and subsequently increased self-regulation effort. Overall, our study showed that work characteristics are linked to workplace procrastination via within-person processes of cognitive appraisal and self-regulation. Because not all work characteristics triggered hindrance appraisal, we argue that it may make sense to further differentiate challenge stressors in the future. Moreover, cognitive appraisals affected self-regulation effort only on the within-person level. On the between-person level self-regulation effort was strongly negatively related with occupational self-efficacy. Thus, we conclude that depending the perspective on procrastination (e.g., differential psychology perspective vs. situational perspective) different variables will be considered relevant to explain the emergence of procrastination. (VLID)4736947