Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Achieving a shared understanding of requirements is difficult in any situation, even more so in global software development projects. In such environments, people must deal not only with the lack of face to face communication, but also with other issues such as time difference, cultural diversity and a large amount of information originating from different sources throughout the world. Obtaining the right requirements therefore implies extra effort. In order to minimize such problems, we propose a framework that focuses on analyzing the factors that may be problematic in global software development and which suggests a set of strategies to improve the requirements elicitation process in such environments. In this paper, we describe the different phases of our framework and present the results of an experiment that test part of this framework. The results indicate that applying some of the strategies proposed in the framework seems to positively affect the stakeholders’ satisfaction with regard to communication. Moreover, the quality of the written software requirements specifications seems to be better as well when using those strategies. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Knowledge management (KM) is key to the success of any software organization. KM in software development has been the center of attention for researchers due to its potential to improve productivity. However, the knowledge is not only stored in repositories but is also shared in the office space. Agile software development teams use the benefits of shared space to foster knowledge creation. But it is difficult to create and share this type of knowledge, when team members are distributed. This participatory single-case study indicates that, distributed team members rely heavily on knowledge codification and application of tools for knowledge sharing. We have found that, the studied project did not use any specific software or hardware that would enable spatial knowledge creation and sharing. Therefore parts of the knowledge items not codified were destined to be unavailable for remote team members. <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Abstract In a high-technology field such as the software business, there are many companies striving for growth. For small software firms organic growth is a natural way to grow and often the chosen route. Effective knowledge sharing is crucial for an organically growing software company to extract maximum benefit from its existing resources. However, it can be argued that there exist many barriers to effective knowledge sharing in an organic growth context. For companies that have an intention to grow it is important to identify these possible pitfalls lining the growth path. Using an empirical case study, this paper aims to increase the understanding of the biggest potential knowledge sharing barriers that an organically growing software company may face. Management able to recognize such barriers to knowledge sharing could support growth by acting to prevent the barriers from arising and eliminating those already in place. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Purpose – The creation of offshore units allows companies to invest in countries that offer tax incentives, and provides global presence. Nevertheless, knowledge sharing in global teams may be challenger. The aim of this paper is to analyze the barriers of knowledge sharing in global teams.Design/methodology/approach – This is a qualitative research based on interviews in two firms.Findings – The interviewees confirmed the relevance of the barriers to knowledge sharing identified in the literature. The interviewees also cited other four barriers: technology, professional skills, cost and methodology of software development. Other results were: the relationship between the barriers, for example, cultural differences are negatively related to absorptive capacity; and, the barriers could also be enablers for knowledge sharing.Research limitations/implications – The limitations identified were: the use the interview as the only form of data collection, since the firms did not authorize the collection of docum... <s> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Knowledge transfer is a critical factor in ensuring the success of offshore outsourcing software development projects and is, in many cases, neglected. Compared to in-house or co-located projects, however, such globally distributed projects feature far greater complexity. In addition to language barriers, factors such as cultural differences, time zone variance, distinct methods and practices, as well as unique equipment and infrastructure can all lead to problems that negatively impact knowledge transfer, and as a result, a project's overall success. In order to help minimise such risks to knowledge transfer, we conducted a research study based on expert interviews in six projects. Our study used German clients and focused on offshore outsourcing software development projects. We first identified known problems in knowledge transfer that can occur with offshore outsourcing projects. Then we collected best-practice solutions proven to overcome the types of problems described. Afterward, we conducted a follow-up study to evaluate our findings. In this subsequent stage, we presented our findings to a different group of experts in five projects and asked them to evaluate these solutions and recommendations in terms of our original goal, namely to find ways to minimise knowledge-transfer problems in offshore outsourcing software development projects. Thus, the result of our study is a catalog of evaluated solutions and associated recommendations mapped to the identified problem areas. <s> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> Knowledge management (KM) is essential for success in global software development. Software organizations are now managing knowledge in innovative ways to increase productivity. In agile software development, collaboration and coordination depend on the communication, which is the key to success. To maintain effective collaboration and coordination in distributed agile projects, practitioners need to adopt different types of knowledge sharing techniques and strategies. There are also few studies that focus on knowledge sharing in distributed agile projects. This research identified the knowledge sharing techniques and strategies applied by the practitioners in distributed agile projects. Challenges faced by the practitioners during knowledge sharing in distributed agile projects are also identified and discussed. <s> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <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> BIB008 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <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> BIB009 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> In the context of Global Software Development (GSD), team members face a number of challenges that needs to be solved. One of them relates to the transfer of knowledge needed to fulfil the required tasks. The knowledge transfer process may be organized and implemented in various ways, as companies use varying strategies to transfer knowledge from onsite to offshore sites. However, without effective knowledge management practices, success in GSD will be difficult. In this paper, we aims to identify the process activities of knowledge transfer in globally distributed teams, challenges and suitable solutions for effective knowledge transfer. In order to achieve this objective, a systematic literature review (SLR) of the existing knowledge transfer literature is conducted. Our findings describing the process of knowledge transfer in globally distributed teams, a set of challenges and recommended practices for effective knowledge transfer. Finally, we conclude this study with a discussion of the directions for further and future research. <s> BIB010 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> D. CULTURAL BARRIERS 1) LANGUAGE DIFFERENCE <s> ABSTRACTKnowledge sharing is the key factor that influences the performance of open source software (OSS) projects, which are the representative cases of distributed innovation. This paper aims to explore the mechanism of knowledge sharing in OSS projects from the perspective of developers in China. A quantitative method with the analysis of 403 valid questionnaires is adopted. A series of hypotheses about how distributed innovation (independent variables) influences knowledge sharing (mediating variable) and then affects the performance of OSS projects (dependent variable) are tested and approved. On the one side, we argue that developers will actively affect knowledge sharing in terms of participative motivation, social network and organisational culture. On the other hand, users may also affect the knowledge sharing when considering innovation willingness and capacity. It is interesting to find that social network is the most important factor in Chinese cases. It is strongly recommended to strengthen t... <s> BIB011
Many studies BIB008 , BIB002 , BIB003 , BIB004 , BIB009 , BIB010 have reported ''language difference'' as one of the top most barrier for KS in GSDOs BIB006 , BIB004 , BIB005 , BIB007 ,  , BIB011 , BIB009 . Globally distributed team members found it very difficult to share knowledge due to differences in the language BIB008 . Having team members with heavy accents also made communication very difficult BIB006 , BIB005 . Team members whose native language was not English e.g. German BIB006 or Chinese BIB011 suffered from communication issues which resulted in improper flow of knowledge and information exchange. Additionally, when the native language was not found to be same, the diversity in terms of a common language (usually English) also lead to various problems and misunderstandings BIB001 .