Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) LACK OF REWARDS AND RECOGNITION <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> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 6) LACK OF REWARDS AND RECOGNITION <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> BIB002
''Lack of recognition'' for KS by the management reduced KS between software developers. The software developers felt that their work was ''less appreciated'' which in return reduced their motivation to share knowledge BIB001 . Also lack of incentives and rewards by management hindered individual's motivation to share valuable knowledge BIB002 . Fig. 6 presents the organizational barriers identified in this SLR. 