Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) LACK OF SOCIAL NETWORKS <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> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) LACK OF SOCIAL NETWORKS <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) LACK OF SOCIAL NETWORKS <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) LACK OF SOCIAL NETWORKS <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 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) LACK OF SOCIAL NETWORKS <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> BIB005
Having a good social network with team members facilitates KS. On the other hand ''lack of social networks'' created challenges for the teams BIB003 , BIB001 . Relationships between old and new team members were negatively impacted by the absence of ''social networks'' BIB002 . Low level and inadequate ''social skills'' of software development team were also impacted KS relationship between clients and team members BIB004 . ''Cross-division socialization'' is also a significant factor in GSD, but unfortunately this processes was not practiced in the GSDOs due to lack of technical KS and transfer between cross divisions of teams BIB005 . 