发表机构
University of Applied Sciences & Arts Hannover; Blekinge Institute of Technology（汉诺威应用科学与艺术大学; 布莱金厄理工学院）
机构由 AI 辅助整理，请以论文原文为准。AI 中文总结
本研究通过纵向案例揭示四天工作制在敏捷软件组织中需持续适应而非一次性引入，并提出生命周期模型与存续矩阵解释其长期存续机制。
AI 中文摘要
背景：现有关于四天工作制（4DWW）的研究主要考察其引入和短期效果，对其长期存续或与敏捷软件开发的相互作用了解有限。目标：我们研究在敏捷软件组织中，缩短工时的四天工作制如何在不断变化的组织和外部条件下被引入、适应、制度化并得以持续。方法：我们对一家实行每周四天、每天32小时工作制的软件组织进行了纵向单案例研究。该研究基于2022年和2026年进行的15次半结构化访谈，并采用定性内容分析进行分析。结果：四天工作制更适合被理解为一种不断演变的安排，而非一次性干预措施。在引入之后，团队重新设计了协调、沟通、会议、敏捷实践和迭代，以适应缩短的工作时间。一旦制度化，四天工作制面临了所有权变更、经济衰退以及市场和人工智能压力。员工并未回归五天工作制，而是通过自愿的保护性适应来吸收这些压力，同时预期倒退将损害工作满意度、组织承诺和雇主形象。贡献：我们提供了关于在敏捷软件开发中维持四天工作制的纵向证据，并提出了两个概念性产物：四天工作制生命周期模型和四天工作制存续矩阵，用以解释外部压力和管理层理由如何影响倒退风险。
英文摘要
Context: Existing research on the four-day workweek (4DWW) has primarily examined its introduction and short-term effects, with limited understanding of its long-term survival or its interaction with agile software development. Objective: We study how a reduced-hour 4DWW is introduced, adapted, institutionalized, and sustained under changing organizational and external conditions in an agile software organization. Method: We conducted a longitudinal single-case study of a software organization operating a 32-hour, four-day week. The study draws on 15 semi-structured interviews in 2022 and 2026, analyzed using qualitative content analysis. Results: The 4DWW is better understood as an evolving arrangement than a one-off intervention. After the introduction, teams redesigned coordination, communication, meetings, agile practices, and iterations to adapt to reduced working time. Once institutionalized, the 4DWW faced ownership change, economic downturn, and market and AI pressures. Rather than reverting to five-day workweek, employees absorbed these pressures through voluntary protective adaptations, while anticipating that a rollback would harm job satisfaction, organizational commitment, and employer image. Contribution: We contribute longitudinal evidence on sustaining 4DWW in agile software development and propose two conceptual artifacts: a lifecycle model of the 4DWW and a 4DWW survival matrix, explaining how external pressures and management rationale rollback risk.
