Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. CULTURAL FACILITATORS 1) RELOCATION OF MEMBERS BETWEEN REMOTE SITES <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> I. CULTURAL FACILITATORS 1) RELOCATION OF MEMBERS BETWEEN REMOTE SITES <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> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. CULTURAL FACILITATORS 1) RELOCATION OF MEMBERS BETWEEN REMOTE SITES <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> I. CULTURAL FACILITATORS 1) RELOCATION OF MEMBERS BETWEEN REMOTE SITES <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> BIB004
Relocation of team members between remote sites allows alternations in the structure of team members in different work locations. The relocation of team members makes it easy to share knowledge and technical expertise between different teams BIB001 , BIB003 . Temporary relocation of team members helped individuals to share knowledge effectively and enabled mutual learning  . Further, it was also found that temporary rotation of team members between on-site and distributed teams allowed easier sharing of ''business'' and ''domain'' related knowledge BIB002 . It was reported in a study that temporary job assignments between different departments acts as a socialization facilitator. By assigning team members from one department to another allows individuals to learn new processes and techniques, which helps in creating and transferring knowledge BIB004 .