Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. INTRODUCTION <s> Although organizations have applied a variety of practices and tools to address information systems development (ISD) performance problems, most of these approaches have focused on controlling and improving predictability of the development process. There is growing recognition that ISD is a knowledge-intensive process that requires the integration of specialized stakeholder knowledge. We develop the perspective that integration of this specialized knowledge across knowledge boundaries in the ISD process drives ISD performance. We theorize that formal and informal organizational integrative practices influence ISD performance, because they facilitate the development of boundary objects that effectively span knowledge boundaries. Results from a field study of 110 firms provide considerable support for the proposed model. This paper makes three novel contributions to the technology management literature. First, it demonstrates that knowledge integration across knowledge boundaries through boundary objects improves ISD performance. Second, it shows how formal and informal organizational integrative practices enhance the integration of specialized knowledge within and across organizational subunits. Third, it shows that the positive influence of formal and informal organizational integrative practices on ISD performance is partially mediated by knowledge integration. For engineering and technology managers, the results highlight the centrality of knowledge integration for the management of technology development. Collectively, these findings offer a novel knowledge integration-based perspective that complements prior research on systems development and new product development <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. INTRODUCTION <s> In contemporary knowledge-based organizations, teams often play an essential role in leveraging knowledge resources. Organizations make significant investments in information technology to support knowledge management practices in teams. At the same time, recent studies show that the transactive memory system (TMS)-the specialized division of cognitive labor among team members that relates to the encoding, storage, and retrieval of knowledge-is an important factor that affects a team's performance. Yet little is known of how IT support for knowledge management practices in organizations affects the development of TMS. Furthermore, the precise role of TMS on knowledge sharing and knowledge application, which in turn influences team performance, has not been fully explored. In order to close this gap in the literature, we conducted a field study that involved 139 on-going teams of 743 individuals from two major firms in South Korea. Our results show that IT support in organizations has a positive impact on the development of TMS in teams, and that both TMS and IT support have a positive impact on knowledge sharing and knowledge application. Furthermore, we found that knowledge sharing has a positive impact on knowledge application, which in turn has a direct impact on team performance. However, contrary to our expectation, knowledge sharing does not have a direct impact on team performance and its impact on team performance was fully mediated by knowledge application. Our research shows that organizations can improve team members' meta-knowledge of who knows what through the careful investment in information technology. Finally, our results show that sharing knowledge alone is not enough. Organizations must ensure that shared knowledge is in fact applied in order to improve team performance. <s> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. INTRODUCTION <s> Software development activities are very critical, since most of them heavily depend on individuals' knowledge and their capabilities. This knowledge must be retained and managed in order to avoid productivity breakdowns. This paper empirically explores how knowledge is created and lost in a software organization, and discusses implications for software development. This is done through a case study in which we investigated a Brazilian RaD Institute. We found that knowledge creation can be achieved through: (1) knowledge sources, (2) architectural frameworks that contain common applications and architectures for a set of projects, and (3) lessons learned that contains concerns regarding previous projects. Additionally, we verified that some teams' actions might influence knowledge loss. To identify and to understand which aspects are related to managing knowledge is the first step towards avoiding its loss and facilitating organizational learning. Our work contributes to this end. <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. INTRODUCTION <s> Considering the importance of coworkers and knowledge sharing in current business environment, this study intends to advance understanding by investigating the effect of coworker knowledge sharing on focal employees’ task performance. Furthermore, by taking an interactional perspective, this study examines the boundary conditions of coworker knowledge sharing on task performance. Data from 149 samples indicate that there is a positive relationship between coworker knowledge sharing and task performance, and this relationship is strengthened when general self-efficacy or abusive supervision is low rather than high. Our findings suggest that the recipients’ characteristics and leaders’ behaviors could be important contingent factors that limit the effect of coworker knowledge sharing on task performance. Implications for theory and practice are discussed. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. INTRODUCTION <s> The purpose of this research is to carry out a comparative analysis of organizational factors that facilitate knowledge sharing and business process, ultimately contributing to the improvement of organizational performance. The literature considers knowledge sharing a key factor for driving innovation as well as the organization's business performance, as both explicit and tacit knowledge sharing promotes a novel robust approach for business-knowledge process. This research explores the application of fuzzy-set qualitative comparative analysis as a set-theoretic comparative analysis approach to investigate the relationships between knowledge sharing, business process, and organizational performance through the identification of key organizational operation factors. Based on empirical data collected from 28 cases, the analysis results demonstrate the important role of organizational operation factors in knowledge sharing and business-knowledge process, which directly contribute to the improvement of organizational performance. <s> BIB005
Successful software development involves unification of widespread knowledge distributed across domains of specialization BIB001 ,  . In order to promote smooth execution of any software product development the individual's knowledge needs to be managed properly BIB003 . In this digital information society knowledge sharing (KS) has become an essential element for the strategic operation of any organization  . Studies have shown that significant contribution of KS has direct impact on the performance of any organization BIB005 . The organization's top management and leaders can help to promote the culture of KS. It has been shown that less abusive supervision strengthens KS culture in coworkers, which in return accelerates task performance BIB004 . Irrespective of the constant development in KS approaches, shared The associate editor coordinating the review of this manuscript and approving it for publication was Saqib Saeed. knowledge has not always been properly used in software development BIB002 . KS process consists of various challenges, in order to reduce these challenges, it has become necessary to identify KS factors. However, despite the significance of the KS, to the best of our knowledge, the comprehensive and systematic research about the KS factors in Global software development (GSD) organizations is rare. The motivation of this paper is to present a comprehensive and useful insight into the KS factors in GSD. To effectively implement KS practices, it is mandatory for software developers to have a detailed understanding of KS barriers and facilitators in the context of GSD. The systematic literature review includes a descriptive analysis of KS factors and provides a graphical illustration via of identified factors. Covering the last seven years (2010) (2011) (2012) (2013) (2014) (2015) (2016) (2017) of KS factors including facilitators and barriers, the aim of this paper is to provide a consolidated view of the field of study and to integrate it with concept maps. 