Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <s> Knowledge management (KM) is essential for success in global software development. Software organizations are now managing knowledge in innovative ways to increase productivity. In agile software development, collaboration and coordination depend on the communication, which is the key to success. To maintain effective collaboration and coordination in distributed agile projects, practitioners need to adopt different types of knowledge sharing techniques and strategies. There are also few studies that focus on knowledge sharing in distributed agile projects. This research identified the knowledge sharing techniques and strategies applied by the practitioners in distributed agile projects. Challenges faced by the practitioners during knowledge sharing in distributed agile projects are also identified and discussed. <s> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <s> Purpose – This paper aims to add to the understanding of knowledge sharing in online communities through an investigation of the relationship between individual participant’s motivations and management in open source software (OSS) communities. Drawing on a review of literature concerning knowledge sharing in organisations, the factors that motivate participants to share their knowledge in OSS communities, and the management of such communities, it is hypothesised that the quality of management influences the extent to which the motivations of members actually result in knowledge sharing. Design/methodology/approach – To test the hypothesis, quantitative data were collected through an online questionnaire survey of OSS web developers with the aim of gathering respondents’ opinions concerning knowledge sharing, motivations to share knowledge and satisfaction with the management of OSS projects. Factor analysis, descriptive analysis, correlation analysis and regression analysis were used to explore the surv... <s> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <s> Abstract Although scholars have long studied knowledge sharing drivers within software development teams, our knowledge remains fragmented by the divergent efforts that are based on and contribute to theoretical perspectives. This study provides a review of the extant literature (1993–2011) on knowledge sharing drivers in software teams and establishes a classification framework using an organizational change perspective. A synthesis of the literature uncovers diverse themes and gaps in the existing body of knowledge, suggests several paths for advancing theory on knowledge sharing in software development contexts, and discusses implications for practitioners concerned with knowledge sharing in software development. <s> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB009 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB010 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB011 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <s> ABSTRACTKnowledge sharing is the key factor that influences the performance of open source software (OSS) projects, which are the representative cases of distributed innovation. This paper aims to explore the mechanism of knowledge sharing in OSS projects from the perspective of developers in China. A quantitative method with the analysis of 403 valid questionnaires is adopted. A series of hypotheses about how distributed innovation (independent variables) influences knowledge sharing (mediating variable) and then affects the performance of OSS projects (dependent variable) are tested and approved. On the one side, we argue that developers will actively affect knowledge sharing in terms of participative motivation, social network and organisational culture. On the other hand, users may also affect the knowledge sharing when considering innovation willingness and capacity. It is interesting to find that social network is the most important factor in Chinese cases. It is strongly recommended to strengthen t... <s> BIB012 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> H. ORGANIZATIONAL FACILITATORS 1) ORGANIZATIONAL SUPPORT <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> BIB013
Various studies have laid focus on the importance of proper organizational infrastructure which support KS BIB008 , BIB003 , BIB001 , BIB006 , BIB007 , BIB012 , BIB009 , BIB010 , BIB013 . An autonomous team, where members have been given the freedom and independence leads to frequent communication and enable knowledge transfer BIB007 . A proper organizational design facilitates KS between team members by defining clear roles and responsibilities of team members BIB008 , BIB007 . The study BIB004 found that ''common chat rooms'' facilitated communication and enabled faster knowledge exchange among distributed teams BIB004 . Flexible communication and team hierarchy enables KS by facilitating communication at different stages in GSD BIB008 . Proper documentation BIB011 such as business documents, systematic reviews, codification and artifacts serves as a reference point for communicating and sharing knowledge BIB008 . Proper utilization of available assets infrastructure before starting a project can help in streamlining the knowledge transfer process BIB003 . Authors observed that good managers can play an significant role to boost KS within organization BIB006 . It was observed in a study that organizational culture and tolerance to accept failures by managers had a positive impact on KS BIB012 . Further, implementation of mechanism to retain knowledge of old employees for new employees can help in promoting KS culture BIB002 . Onshore managers can help in reducing the misinterpretations by minimizing complex domain knowledge at offshore e.g. the parts of the project which have to go through legal rules (such as ''integrations'' and ''data migration'') may not be allocated to offshore team BIB005 .