Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <s> Architectural Knowledge Management (AKM) aims to coordinate the knowledge produced and used during architecting a software system. Managing architectural knowledge effectively is a task that becomes even more critical and complex when operating in a distributed environment. Thus, software architectural practices, processes, and tools that work in collocated software development don’t necessarily scale up in a distributed environment. In this paper, we perform a literature review that looks at AKM in a Global Software Development (GSD) context. We attempt to synthesize AKM concepts, practices, tools and challenges important in GSD. In order to provide a common understanding for the central concepts of AKM in GSD in an abstract way, we have created a metamodel which is based on our literature review. The metamodel defines a set of architecture knowledge and global software development entities and their relationships. <s> BIB001 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> B. TECHNOLOGICAL BARRIERS 1) LACK AND IMPROPER UTILIZATION OF KS TOOLS <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> BIB007
Technology helps in aiding the KS process. But in many studies it has been found that team members make little or no use of available technological tools and resources BIB004 , BIB002 , BIB003 , BIB005 , BIB006 , BIB007 . In one survey it was found that 21% of the employees did not make use of available KS tools BIB006 . Another barrier with the potential to affect KS in distributed teams is ''lack of suitable KS tools'' Unfamiliarity with the available collaborative technologies also negatively impacts KS BIB005 . Kuko et al. (2013) reported that many of available tools e.g. ''wiki pages'' were not used properly by the team members. These ''wiki pages'' were unpopulated or did not provide appropriate information BIB002 . There are specific tools designed to maintain communication in GSDOs, lacking of these tools specifically aimed at managing architectural knowledge in a global setting caused many challenges in KS and knowledge management (KM) BIB001 .