Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) TECHNICAL INFRASTRUCTURE <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) TECHNICAL INFRASTRUCTURE <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) TECHNICAL INFRASTRUCTURE <s> Abstract Although scholars have long studied knowledge sharing drivers within software development teams, our knowledge remains fragmented by the divergent efforts that are based on and contribute to theoretical perspectives. This study provides a review of the extant literature (1993–2011) on knowledge sharing drivers in software teams and establishes a classification framework using an organizational change perspective. A synthesis of the literature uncovers diverse themes and gaps in the existing body of knowledge, suggests several paths for advancing theory on knowledge sharing in software development contexts, and discusses implications for practitioners concerned with knowledge sharing in software development. <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 3) TECHNICAL INFRASTRUCTURE <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> BIB004
Proper technical infrastructure costs, such as cost for equipment and tools etc. can facilitate in the KS process BIB002 , BIB001 . Easy access to ''employees'', ''peers'' and ''managers'' provides comfort level to team members to inquire about specific knowledge with other team members BIB004 . Well defined project methodology can have a positive impact on KS e.g. pair programming can be considered as suitable means to exchange design knowledge BIB003 .