Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) PERSONAL FEAR AND SHYNESS <s> While organisations recognise the advantages offered by global software development, many socio-technical barriers affect successful collaboration in this inter-cultural environment. In this paper, we present a review of the global software development literature where we highlight collaboration problems experienced by a cross-section of organisations in twenty-six studies. We also look at the literature to answer how organisations are overcoming these barriers in practice. We build on our previous study on global software development where we define collaboration as four practices related to agreeing, allocating, and planning goals, objectives, and tasks among distributed teams. We found that the key barriers to collaboration are geographic, temporal, cultural, and linguistic distance; the primary solutions to overcoming these barriers include site visits, synchronous communication technology, and knowledge sharing infrastructure to capture implicit knowledge and make it explicit. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) PERSONAL FEAR AND SHYNESS <s> Context: Software engineering is a knowledge intensive activity that is supported by documenting and sharing the required knowledge through a wide variety of artifacts. Global Software Development (GSD) teams heavily rely on artifacts as a vital means of knowledge sharing. However, there is little empirical knowledge about the key reasons and practices of using artifacts in GSD for knowledge sharing to support common understanding of technical specifications. Objective: This study aims at empirically studying the key motivators, practices, and drawbacks of artifact-based knowledge sharing for achieving common understanding of technical specifications in the context of GSD. Method: We conducted an exploratory case study in an organization that was involved in several GSD projects. Results: Our findings revealed the key challenges that necessitated the use of artifacts for sharing technical specification knowledge. We also present the practices that make up the artifact-based knowledge sharing system in the studied case. Finally, we shed some light on the caveats of knowledge sharing practices adopted by the studied company. The findings can provide useful insights into the artifact-based knowledge sharing practices and how it can be complemented by having certain level of social ties among distributed team members, even through asynchronous means. <s> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) PERSONAL FEAR AND SHYNESS <s> We present systematic literature review of 61 primary studies (2000September 2014) that empirically reported knowledge sharing challenges and practices in Global Software Development (GSD).We found knowledge sharing challenges and practices in GSD could be classified in 6 main themes: management, team structure, work processes/practices, team cognition, social attributes and technology.Regarding contextual settings, we found empirical studies were mainly conducted in offshore outsourcing collaboration model distributed between two sites. Most of the studied organizations were large enterprises. ContextGlobal Software Development (GSD) presents significant challenges to share and understand knowledge required for developing software. Organizations are expected to implement appropriate practices to address knowledge-sharing challenges in GSD. With the growing literature on GSD and its widespread adoption, it is important to build a body of knowledge to support future research and effective knowledge sharing practices. ObjectiveWe aimed at systematically identifying and synthesizing knowledge sharing challenges and practices. We also intended to classify the recurrent challenges and most frequently reported practices in different contextual settings. MethodWe used Systematic Literature Review (SLR) for reviewing 61 primary studies that were selected after searching the GSD literature published over the last 14 years (2000September 2014). We applied thematic analysis method for analysing the data extracted from the reviewed primary studies. ResultsOur findings revealed that knowledge sharing challenges and practices in GSD could be classified in 6 main themes: management, team structure, work processes/practices, team cognition, social attributes and technology. In regard to contextual settings, we found empirical studies were mainly conducted in an offshore outsourcing collaboration model distributed between two sites. Most of the studied organizations were large enterprises. Many of the studies did not report any information for several contextual attributes that made it difficult to analyse the reported challenges and practices with respect to their respective contexts. ConclusionWe can conclude: (a) there is a higher tendency among researchers to report practices than challenges of knowledge sharing in GSD. (b) Given our analysis, most of the reported knowledge sharing challenges and practices fall under the theme of work practices. (c) The technology related knowledge-sharing challenges are the least reported; we discussed the available technologies for supporting knowledge sharing needs in GSD. (d) The organizational contextual information is missing from a large number of studies; hence, it was not possible to investigate the potential relations between knowledge sharing challenges/practices and the contextual attributes of GSD teams. We assert the need of exploring knowledge sharing in the context of small/medium sized organizations to avoid the risk of findings being biased by specific empirical setting (e.g., large enterprises distributed between US and India). <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) PERSONAL FEAR AND SHYNESS <s> While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in-depth multi-case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge-sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge-sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) PERSONAL FEAR AND SHYNESS <s> Knowledge Management (KM) and knowledge sharing (KS) have become crucial tasks for both Middle Managers and Top Managers of many organizations, especially those who highly rely on the type of knowledge which is difficult to transfer from one person to another, or what is called "Tacit Knowledge". The objective of this case study is to review the practical knowledge transfer techniques, the main motivators and demotivators of a tacit knowledge transfer process, and the measures that can be taken to overcome the demotivation factors. Siemens is chosen for this case study because it has been recently rated as one of the top Knowledge-Management-driven companies. We present here our own observations on some of the KM practices that Siemens strives to implement in its branches in the Middle East countries and the barriers which are challenging such practices. <s> BIB005
It was found in various studies that reluctance for KS between distributed employees was due to the''fear of losing job'' BIB003 , BIB001 . Fear related to individual's self-exposure to technical skills limited the KS activities. Team members were reluctant to share knowledge considering themselves inferior in the development teams BIB004 . A survey was conducted at Siemens Middle East to identify the reasons of KS problems between employees. It was reported that 8% of employees were reluctant to share and ask questions because of the culture of ''it is shame to ask'' BIB005 . Reduced KS occurred between remote team members due to general ''lack of confidence and shyness'' of the offshore developers BIB002 .