Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Previous research has firmly established the importance of knowledge sharing in Research and Development (R&D) settings. However, current theories provide only fragmented insights into the origination of knowledge sharing, and thus offer limited guidance for knowledge management practices in R&D. To integrate and extend these fragmented insights, we undertook two exploratory field studies of knowledge sharing in industrial research organizations. The contributions of this study are the following. First, we introduce three dimensions that differentiate origination mechanisms for knowledge sharing. Second, we show that some of these mechanisms correspond to mechanisms assumed in particular streams of literature, whereas others have been neglected till now. Third, based on our field studies, we show that each of these knowledge-sharing mechanisms have a different value for industrial research practices. Therefore, knowledge management in R&D should facilitate and stimulate a broad portfolio of knowledge-sharing mechanisms. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Increasingly, firms source more complex and strategic as well as harder to codify information technology projects to low-cost offshore locations. Completing such projects successfully requires close collaboration among all participants. Yet, achieving such collaboration is extremely difficult because of the complexity of the context: multiple and overlapping boundaries associated with diverse organizational and national contexts separate the participants. These boundaries also lead to a pronounced imbalance of resources among onshore and offshore contributors giving rise to status differences and inhibiting collaboration. This research adopts a practice perspective to investigate how differences in country and organizational contexts give rise to boundaries and associated status differences in offshore application development projects and how these boundaries and status differences can be renegotiated in practice to establish effective collaboration. To illustrate and refine the theory, a qualitative case study of a large financial services firm, which sourced a variety of high-end IT work to its wholly owned subsidiaries ("captive centers") and to third party vendors in multiple global locations (in particular, to India and Russia), is presented. Using a grounded theory approach, the paper finds that differences in country contexts gave rise to a number of boundaries that inhibited collaboration effectiveness, while differences in organizational contexts were largely mediated through organizational practices that treated vendor centers and captive units similarly. It also shows that some key onshore managers were able to alleviate status differences and facilitate effective collaboration across diverse country contexts by drawing on their position and resources. Implications are drawn for the theory and practice of global software development and multiparty collaboration. <s> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Global design teams (GDTs) are the reality of the 21st century. These teams work across time, space and organizational boundaries towards common goals, providing the best possible results and in the shortest time possible. The results that can be achieved with respect to time, cost and performance of projects by such teams are hard to compete. This paper analyses eight different case studies of such teams, brings out the various issues involved in their functioning and finally provides a set of recommendations that can be considered to ensure the success of virtual teams. A global design team (GDT) is a group of individuals who constantly pursue shared objectives while based at distance work sites. Therefore, they frequently communicate using electronic "virtual" means. GDT have become crucial, yet a significant number of them fail to accomplish their objectives! Why? The answer is that long distances and cultural differences breaks down working relationships, communications, trust, accountability, organization, individual contribution and thus productivity. This research paper analyzes eight individual cases of geographically distributed teams in the high-tech industry and brings out the most common issues that surround such teams. These problems are categorized as technological, organizational or personal. An expert panel attaches a score to the issues and provides a set of recommendations that can improve productivity and minimize failure in virtual teams. The advantages such as cost and tax incentives, maintaining a global presence with extended work hours and leveraging expertise, associated with globally distributed teams in companies have created the need to have such teams. However managing such teams and making sure that they function well enough to meet deliverables is not an easy task. Since the establishment of teams, managers have been struggling with the concept of bringing together a group of people to work towards a common goal and objective. The challenges grow multi-fold when these people are not co-located and don't meet face-to-face. At times, they never meet each other. Such a situation requires a basic level of trust to exist between team members to operate smoothly. Trust and accountability is the cure to the fears and risks attached to meaningful communication and commitment. Trust means confidence in team leadership and vision. When trust prevails, team members are more willing to go through a difficult process, supported through ups and downs, risks and potential losses. Once trust is engaged into a team, it opens the doors to communication. Ineffective communication creates barriers and tasks become more complex. Once lines of communication open with teammates and managers, it helps the team to work together and overcome the barriers. The paper looks in detail at each of the problem areas while analyzing various aspects of global design teams and provides a set of recommendations that can be practiced in order to ensure a successful functioning of globally distributed teams. <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Creating value through outsourcing has emerged as a popular competitive strategy for firms in various industries. In order to survive in the domestic and international marketplaces, firms, especially in developed countries, are seeking opportunities offshore, which is one focus of globalization. Offshore outsourcing has emerged as a popular competitive strategy and emerging markets have become increasingly attractive locations. As firms in developed countries (e.g., the US) continue to face enormous challenges to sustain competitive advantage, outsourcing to emerging markets is becoming an increasingly important source of business renewal and corporate transformation. In spite of the growing strategic significance of sourcing, we have limited knowledge of offshoring and outsourcing to emerging markets. The objectives of this review are fourfold: (1) to provide a better understanding of the concepts of offshoring and outsourcing business models, (2) to discuss relevant theoretical perspectives related to outsourcing, (3) to present a taxonomy of outsourcing strategies drawing on the extant literature, and (4) to discuss public policy implications. Conclusions and direction for future research are provided. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <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> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Purpose – The purpose of this paper is to investigate the current glocal (global and local) environment to answer the following research questions: How does the glocal environment influence software exporting industries in India? How is the evolving “sticky” knowledge from individuals and teams assimilated into organizational knowledge repositories? What management practices have been learnt and applied for advancement of knowledge portfolios in the offshore software business market?Design/methodology/approach – An interpretivist research design is used to gain insights into organizational learning processes adopted by offshore software vendors for assimilating evolving knowledge into knowledge repositories.Findings – This paper describes the influence of the current glocal environment on software exporting industries in India and presents a model for organizational learning to assimilate knowledge and build effective representations of emerging knowledge artifacts. The authors employ the concept of meta‐... <s> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <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> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <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> B. IMPORTANCE OF KS IN GLOBAL SOFTWARE DEVELOPMENT ORGANIZATIONS (GSDOs) <s> Shared knowledge allows virtual teams to collaborate more effectively. Shared knowledge in teams, hereafter called team knowledge, must be established and maintained. This is a key enabler for agile development in a distributed context. Hence, organizations may benefit from efforts to ensure sufficient levels of team knowledge. Such efforts may include different measures, such as project kick-offs, frequent visits across locations, knowledge sharing tools and practices. However, team knowledge includes many types of knowledge, with different impacts on the team's work. This paper outlines a framework for conceptualizing the breadth of team knowledge relevant for virtual software teams. With the help of this framework, organizations can think more strategically about how to improve team knowledge -- for example the planning of kick-offs, what to focus on in face-to-face meetings and how the team members work together on a day-to-day basis. The framework may also be used to assist in planning team composition, for example based on individuals' knowledge and the overlap with other team members' knowledge. The framework uses four broad categories of team knowledge: task-related, team-related, process-related and goal-related. Beneath these four categories the framework details and describes more concrete knowledge types. We also provide examples from software practice for each knowledge type. <s> BIB009
In today's dynamic and aggressively competitive era, the success of any software organization depends largely on the ability to leverage knowledge that will aid the development of new products and processes which outperform those of competitors. Software industry is a highly competitive and innovative industry. Due to high competition, software organization needs to launch highly competitive and innovative products in order to stay on the top BIB001 . In the recent times many software organizations have started to invest offshore, mostly in emerging countries like Brazil, Russia and India to enhance profitability and productivity BIB004 . Popular examples include Microsoft, Google and IBM which have moved part of their activities offshore such as in India, China and Russia BIB002 . The use of global teams by firms has quickly become a preferred option in high-tech firms BIB003 . GSD has brought many advantages to the software industry such as cheap resource utilization, follow the sun approach, opportunities for merger and utilization of expert talent from various regions BIB008 . But at the same time GSD faces many challenges BIB008 , BIB007 . Several challenges may complicate KS process in GSD teams BIB007 - BIB006 . Geographical dispersion factors make communication more difficult BIB009 and KS across diverse team members is one of the main concerns of global teams BIB005 . Success of software development relies upon effective KS among software development teams BIB008 , BIB009 .