Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) LACK OF CENTRAL KNOWLEDGE REPOSITORY AND STANDARDIZED TEMPLATES <s> The purpose of this research paper is to propose a knowledge sharing framework to manage software projects where employees working in different work location. To support the arguments made based on review literature, the paper presents the holistic framework of knowledge sharing in a software development company and also provides a model to solve the problem of knowledge sharing objections. The paper then applies the framework to study the existence of knowledge sharing process in a software development company to examine the effectiveness of knowledge sharing. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) LACK OF CENTRAL KNOWLEDGE REPOSITORY AND STANDARDIZED TEMPLATES <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) LACK OF CENTRAL KNOWLEDGE REPOSITORY AND STANDARDIZED TEMPLATES <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) LACK OF CENTRAL KNOWLEDGE REPOSITORY AND STANDARDIZED TEMPLATES <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
In order to get full access to resources of GSDOs assets, central knowledge repository is required. Lack of such resources causes lot of clashes in smooth flow of knowledge between team members, especially for the offshore members BIB001 . Study reported that instead of using central repositories to store knowledge most of the project requirements were noted on ''white boards'' and ''personal note books'' BIB002 . It was also observed in the survey that 24% of the team members considered ''inability to locate the correct knowledge source'' as a major cause for inadequate KS BIB003 . Standardization of template plays an important role when it comes to software development. A case study conducted to explore KS barriers in agile development found that project managers faced issues to share knowledge because of ''lack of standardized templates'' while using team collaboration tools like ''confluence'' BIB004 .