Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <s> Knowledge transfer is one of the most critical success factors in IT offshore outsourcing projects and in many cases extremely underestimated. Compared to in-house or onsite projects, a much higher complexity appears in globally distributed projects. Not only language barriers but also other challenges such as cultural differences, diverse time-zones, distinct methods and approaches, as well as varied infrastructural equipment, may cause problems which negatively impact knowledge transfer, and in consequence, the overall success of a project. In order to minimize risks during knowledge transfer, we conducted a research study based on a literature review and expert interviews. The result of our study was a collection and description of best practices and the development of recommendations by linking proven solutions to identified problem areas. <s> BIB002 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB003 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB004 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <s> The success of a software development project does not only rely on technical support but also depends on human and social factors. The human side of software development has been ignored in the past decade or so, which calls for increasing our efforts to understand this side of software engineering. Human knowledge and creativity is the cornerstone for software development. However, this human knowledge has lesser or no value when it is isolated or individualized; hence knowledge sharing becomes critical for the success of software projects. The dilemma with knowledge sharing is that there are many impediments to it. One such impediment can be occupational stress which has increased after the globalization of software engineering. In the context of Global Software Development (GSD), the objective of this paper is to highlight the impact of software engineering occupational stress on knowledge sharing. To highlight this important relationship a thorough literature survey has been conducted and the results of the survey are presented in this paper. <s> BIB005 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB006 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB007 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <s> Context: Success of any software depends on the successful implementation of all of its Requirements. There exist a lot of challenges in successful implementation of requirement engineering (RE) process especially when we talk about global software development (GSD). Objective: The objective is to find challenges and barriers in path of RE in context of GSD and analyze the factors which influence the RE in GSD. Method: We have used systematic literature review (SLR) approach for our study. SLR is based on a planned protocol and is more thorough and systematic than ordinary literature survey Result: We have identified critical challenges like ‘Lack of effective communication’, ‘Organizational change’, ‘Lack of coordination and collaboration’, ‘Lack of knowledge-sharing and awareness’. We have identified critical challenges like ‘Lack of effective communication’, ‘Organizational change’, ‘Lack of coordination and collaboration’ which are common in both periods from 2000 to 2006 and 2007 to 2014. <s> BIB008 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB009 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB010 </s> Systematic Literature Review of Knowledge Sharing Barriers and Facilitators in Global Software Development Organizations Using Concept Maps <s> C. ORGANIZATIONAL BARRIERS 1) POOR ORGANIZATIONAL CULTURE <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> BIB011
Many studies have found that poor organizational culture negatively influence KS BIB009 , BIB003 , BIB001 , BIB004 ,  , BIB007 , BIB008 , BIB010 , BIB002 . An unstable organizational structure and hierarchy leads to flaws in proper KS. To make use of effective KS in agile development, adequate planning and organization is required. Inadequate planning and insufficient documentation was found to negatively impact KS BIB011 . It was also observed that tight schedules, multi-tasking and frequent changes without consulting the clients in sprints resulted in less interaction which lead to KS problems BIB010 . Although team members considered KS as an important element, but they believed that management lacked in defining a wellformed process and did not clearly laid emphasis on KS practices while defining organization's goal. It was also observed that main focus of the managers was on ''marketing'' and ''sales'' which lead to a gap between development team and management team BIB006 . Working conditions and physical layout of organization also lead to stress which acted as barrier for KS BIB005 .