Task Interdependence in Software Teams: A Systematic Review Anchored in Kiggundu’s Theory
DOI:
https://doi.org/10.5753/jserd.2026.6507Keywords:
Task Interdependence, Software Development, Team Effectiveness, Teamwork, Work Design, Systematic Literature Review, Cross-Domain SynthesisAbstract
Background: Task interdependence is a core mechanism underlying coordination, performance, and collaboration in team-based work. Kiggundu’s task design theory has shaped how interdependence is conceptualized across knowledge-work settings, including Software Engineering (SE). However, there has been no consolidated synthesis of how Kiggundu’s theory has been empirically applied, operationalized, and adapted in SE and related domains. Objectives: This review aims to (1) systematically synthesize empirical studies that explicitly cite or build on Kiggundu’s task interdependence theory; (2) examine how task interdependence is conceptualized and measured in software development contexts; and (3) compare findings across other knowledge-work domains to identify convergent patterns, boundary conditions, and implications for SE research and practice. Method: We conducted a systematic literature review using forward snowballing from Kiggundu’s foundational publications, identifying 23 eligible empirical studies published between 2013 and 2024. A structured extraction protocol was used to code studies for theoretical framing, conceptualization and measurement of interdependence, analytical role, outcomes, domain, unit of analysis, and methodological characteristics. Open and axial coding supported thematic development, complemented by cross-tabulations and visual mappings to support integrative synthesis. Results: Most studies model task interdependence as a predictor or moderator of outcomes such as team performance, learning, coordination, and relational or affective states. In software development, interdependence is frequently conceptualized as a structural and directional feature of work design, often examined in relation to autonomy, coordination mechanisms, and distributed collaboration. Cross-domain evidence reveals both convergent patterns, such as positive associations with effectiveness under supportive conditions, and important boundary conditions shaped by factors including autonomy, social support, task complexity, and role clarity. A smaller but growing set of studies emphasizes perceived (psychological) interdependence and socio-cognitive or affective pathways, particularly in agile and distributed teams. Conclusions: The findings indicate that Kiggundu’s theory remains a relevant and adaptable framework for analyzing task interdependence in contemporary knowledge work, including software development. The synthesis highlights increasing attention to directionality, perceived interdependence, and emotional–cognitive dimensions, alongside persistent reliance on structural measures. By integrating evidence across domains, this review clarifies how structural task features interact with contextual and psychological factors, and outlines implications for software development practice as well as directions for future empirical research on software teams.
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