Despite the ongoing expansion of agile practices beyond software firms, agile adoption remains risky, challenging, and poorly understood. Although agile practices emphasize self-organization and customer collaboration, we know little about how customers influence agile adoption within self-organizing teams. Here, we analyze how a commissioned software team engaged in customer collaboration during agile adoption at a Danish IT service provider. Our case study shows that the software team's transition to self-organized teamwork practices, agile planning routines, and active customer engagement was mutually dependent on the customer's trust in the software team and flexible collaborative routines. As a result, we advance a theoretical perspective of customer influence on agile adoption within commissioned software teams, implying that both software teams and customers need to navigate a contradictory tension between self-organization and collaboration to become agile together.

尽管敏捷实践不断扩展到软件公司之外，但敏捷采用仍然存在风险、挑战和知之甚少。尽管敏捷实践强调自组织和客户协作，但我们对客户如何影响自组织团队中的敏捷采用知之甚少。在这里，我们分析了一家委托软件团队在丹麦 IT 服务提供商的敏捷采用过程中如何参与客户协作。我们的案例研究表明，软件团队向自组织团队合作实践、敏捷规划例程和积极的客户参与的过渡相互依赖于客户对软件团队的信任和灵活的协作例程。因此，我们提出了客户对委托软件团队敏捷采用的影响的理论观点，