Background: Software development is a team work and largely dependent on open social interaction and continuous learning of individuals. Objective: Drawing on wellestablished theoretical concepts proposed by social psychology and organizational science disciplines, we develop a theoretical framework proposing that team climate (i.e. psychological safety, team cohesion, team structure, team relationships and interactions) has a significant influence on team learning and ultimately affects team performance. The goals of our study is to understand the preconditions of team learning in large-scale agile software development projects.

Method: We plan to conduct a survey with software professionals in Sweden’s from three companies’ partners in our large-scale agile research project.

Limitations: We use a self-reported survey to collect data from software professionals active in Swedish companies. Therefore, the results of the study may be influenced by response bias, since we cannot ensure that the respondents answer the questions truthfully and accurately. Additionally, even though the respondents and their companies have international backgrounds, the sample is not representative in terms of culture, projects and industrial domain.