Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Achieving a shared understanding of requirements is difficult in any situation, even more so in global software development projects. In such environments, people must deal not only with the lack of face to face communication, but also with other issues such as time difference, cultural diversity and a large amount of information originating from different sources throughout the world. Obtaining the right requirements therefore implies extra effort. In order to minimize such problems, we propose a framework that focuses on analyzing the factors that may be problematic in global software development and which suggests a set of strategies to improve the requirements elicitation process in such environments. In this paper, we describe the different phases of our framework and present the results of an experiment that test part of this framework. The results indicate that applying some of the strategies proposed in the framework seems to positively affect the stakeholders’ satisfaction with regard to communication. Moreover, the quality of the written software requirements specifications seems to be better as well when using those strategies. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> We established a conceptual model of the association between cultural difference, knowledge sharing, relationship quality, and performance in IT-based service outsourcing, posed some hypotheses. In the survey that we conducted in the companies specialized in IT-based service outsourcing in Xi'an Software Park, we collected 170 valid answered questionnaires from the employees who involve in the outsourcing projects. We used AMOS 16.0 to analyze the collected data. The results show that good relationship quality and effective knowledge sharing can improve outsourcing performance; moreover, the relationship between knowledge sharing and cultural difference is supported. <s> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Knowledge management (KM) is key to the success of any software organization. KM in software development has been the center of attention for researchers due to its potential to improve productivity. However, the knowledge is not only stored in repositories but is also shared in the office space. Agile software development teams use the benefits of shared space to foster knowledge creation. But it is difficult to create and share this type of knowledge, when team members are distributed. This participatory single-case study indicates that, distributed team members rely heavily on knowledge codification and application of tools for knowledge sharing. We have found that, the studied project did not use any specific software or hardware that would enable spatial knowledge creation and sharing. Therefore parts of the knowledge items not codified were destined to be unavailable for remote team members. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <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> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> In multi-national and cross-cultural virtual classes, students' cultural values have significant impacts on knowledge sharing process. According to Hofstede's cultural dimensions, we conducted a mixed method to investigate how national cultural values effect on explicit and implicit knowledge sharing within a multi-national virtual class. First, we adopted a qualitative case study with 6 semi-structure interviews to explore the culture effects on knowledge sharing. Second, we conducted a cross-sectional survey to examine the interaction effects of culture and different knowledge sharing motivations. These findings suggest some cultural values (i.e., collectivism) directly impact knowledge sharing, while most cultural values (i.e., power distance, uncertainty avoidance, and Confucian dynamism) have interactive effects with knowledge sharing motivations. Furthermore, we also found some cultural values, like concern for face, have complex effects on knowledge sharing. This research contributes to the knowledge sharing literature, and provides practical implications for the organization work of computer-based education systems. <s> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Context: Software engineering is a knowledge intensive activity that is supported by documenting and sharing the required knowledge through a wide variety of artifacts. Global Software Development (GSD) teams heavily rely on artifacts as a vital means of knowledge sharing. However, there is little empirical knowledge about the key reasons and practices of using artifacts in GSD for knowledge sharing to support common understanding of technical specifications. Objective: This study aims at empirically studying the key motivators, practices, and drawbacks of artifact-based knowledge sharing for achieving common understanding of technical specifications in the context of GSD. Method: We conducted an exploratory case study in an organization that was involved in several GSD projects. Results: Our findings revealed the key challenges that necessitated the use of artifacts for sharing technical specification knowledge. We also present the practices that make up the artifact-based knowledge sharing system in the studied case. Finally, we shed some light on the caveats of knowledge sharing practices adopted by the studied company. The findings can provide useful insights into the artifact-based knowledge sharing practices and how it can be complemented by having certain level of social ties among distributed team members, even through asynchronous means. <s> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Context Software maintenance process in globally distributed settings brings significant management challenges to software organizations. Objectives Investigate the factors specific to managing sof ... <s> BIB008 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Virtual teams, with a high level of interdependence and cooperation among team members, are one of the building blocks of successful global software organizations. Shared team knowledge is vital for effective collaboration in virtual teams. Hence, it makes sense for organizations to put in place efforts to ensure that teams have a sufficient level of shared knowledge. A successful agile virtual team needs to have shared knowledge on the tasks and how to do them, who knows what in the team, the development process, and the goals of the team. While shared knowledge helps on communication and collaboration, virtual teams meet several challenges in the form of values and norms, lack of face-to-face communication, time-zone differences, and difficulties in building and maintaining trust. We describe and discuss how a framework for establishing shared knowledge was applied to a global virtual agile team in a Product Centre at DNV GL -- an international provider of software for a safer, smarter and greener future in the energy, process and maritime industries. The whole group of 22 met face to face once a year, and we describe how they in one such team gathering worked on creating shared understanding about the task, the team, the process and goals of the virtual team. <s> BIB009 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <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> BIB010 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> 2) CULTURAL NORMS DIFFERENCE <s> Empirical findings from ten software teams from two large-scale software development projects in Ericsson and ABB demonstrated that teams receive and share their knowledge with a large number of contacts, including other team members, experts, administrative roles, and support roles.Along with human and organizational capital, social capital and networking are also necessary for participation in large-scale software development, both for novice teams and for mature teams working on complex, unfamiliar, or interdependent tasks.Social capital has the potential to compensate for gaps in human capital (i.e., an individual's knowledge and skills).The team network size and networking behavior depend on the following factors: company experience, employee turnover, team culture, need for networking, and organizational support.Along with investments in training programs, software companies should also cultivate a networking culture to strengthen their social capital and achieve better performance. ContextLarge software development projects involve multiple interconnected teams, often spread around the world, developing complex products for a growing number of customers and users. Succeeding with large-scale software development requires access to an enormous amount of knowledge and skills. Since neither individuals nor teams can possibly possess all the needed expertise, the resource availability in a team's knowledge network, also known as social capital, and effective knowledge coordination become paramount. ObjectiveIn this paper, we explore the role of social capital in terms of knowledge networks and networking behavior in large-scale software development projects. MethodWe conducted a multi-case study in two organizations, Ericsson and ABB, with software development teams as embedded units of analysis. We organized focus groups with ten software teams and surveyed 61 members from these teams to characterize and visualize the teams knowledge networks. To complement the team perspective, we conducted individual interviews with representatives of supporting and coordination roles. Based on survey data, data obtained from focus groups, and individual interviews, we compared the different network characteristics and mechanisms that support knowledge networks. We used social network analysis to construct the team networks, thematic coding to identify network characteristics and context factors, and tabular summaries to identify the trends. ResultsOur findings indicate that social capital and networking are essential for both novice and mature teams when solving complex, unfamiliar, or interdependent tasks. Network size and networking behavior depend on company experience, employee turnover, team culture, need for networking, and organizational support. A number of mechanisms can support the development of knowledge networks and social capital, for example, introduction of formal technical experts, facilitation of communities of practice and adequate communication infrastructure. ConclusionsOur study emphasizes the importance of social capital and knowledge networks. Therefore, we suggest that, along with investments into training programs, software companies should also cultivate a networking culture to strengthen their social capital, a known driver of better performance. <s> BIB011
In a global team, the cultural practices and norms vary from region to region  . Studies BIB001 , BIB002 , BIB004 , BIB005 , BIB006 , BIB007 , BIB008 , BIB009 , BIB011 , BIB010 mentioned cultural difference as a challenge faced by the team members during KS process. The study  identified differences in cultural norms acted a barrier which usually hinder KS. Zhang et al. (2011) conducted a survey from the employees working in outsourcing projects in a software park. It was found larger cultural difference had negative impact on KS BIB003 . Cultural barriers are presented in Fig. 7 .