Dunno about research, but I've worked in a few SV startups that organized development with Jira and had high autonomy for engineers. Some of the features of those teams:
1. Most tickets are opened by engineers themselves, and don't contain detailed specifications, but just notes to provide context.
2. The purpose of the ticket is to provide something to link to, and a place to put information as it emerges. So commits and PRs usually link to a ticket, as do engineering and product management planning documents, reports etc. Some tickets are terse and quickly closed, others could develop a long history, with status changes, links to other tickets and documents, ownership by different engineers over time etc.
3. We organize development into sprints, but a Scrum master would be disgusted by our process. Sprints are just short-terms planning horizons; we ship as soon as the code is ready and close tickets when the code is in production. The purpose of a sprint is to batch up all the low-level planning and prioritization so most of the time we're focused on execution.
4. High-level planning is all in GDocs, spreadsheets and Photoshop/Figma. Product management doesn't create tickets unless they are reporting a bug, and even that was pretty rare. Engineering management gets a lot of information about what's going on by observing Jira; this reduces the need for meetings to communicate status. (Doesn't eliminate meetings, of course, but it does seem to make them more interesting.)
Basically, it boils down to, you have to keep status somewhere, and Jira does that pretty well.
1. Most tickets are opened by engineers themselves, and don't contain detailed specifications, but just notes to provide context.
2. The purpose of the ticket is to provide something to link to, and a place to put information as it emerges. So commits and PRs usually link to a ticket, as do engineering and product management planning documents, reports etc. Some tickets are terse and quickly closed, others could develop a long history, with status changes, links to other tickets and documents, ownership by different engineers over time etc.
3. We organize development into sprints, but a Scrum master would be disgusted by our process. Sprints are just short-terms planning horizons; we ship as soon as the code is ready and close tickets when the code is in production. The purpose of a sprint is to batch up all the low-level planning and prioritization so most of the time we're focused on execution.
4. High-level planning is all in GDocs, spreadsheets and Photoshop/Figma. Product management doesn't create tickets unless they are reporting a bug, and even that was pretty rare. Engineering management gets a lot of information about what's going on by observing Jira; this reduces the need for meetings to communicate status. (Doesn't eliminate meetings, of course, but it does seem to make them more interesting.)
Basically, it boils down to, you have to keep status somewhere, and Jira does that pretty well.