Development of a team measure for tacit knowledge in software development teams

In this paper we operationally define and measure tacit knowledge at the team-level in the software development domain. Through a series of three empirical studies we developed and validated the team tacit knowledge measure (TTKM) for software developers. In the first study, initial scale items were developed using the repertory grid technique and content analysis. In Study 2, supplied repertory grids were administered to novices and experts to establish differential items, and Study 3 validated the TTKM on a sample of 48 industrial software development teams. In developing the TTKM we explored the relationships between tacit knowledge, explicit job knowledge and social interaction and their effect on team performance as measured by efficiency and effectiveness. In addition we assess the implications for managing software development teams and increasing team performance through social interaction.     

The contingent effects of leadership on team collaboration in virtual teams

Decision-making in virtual teams creates challenges for leaders to structure team processes and provide task support. To help advance our knowledge of leadership in virtual teams, we explore the interaction effects between leadership styles and media richness on task cohesion and cooperative climate, which in turn influence team performance in decision-making tasks. Results from a laboratory study suggest that transactional leadership behaviors improve task cohesion of the team, whereas transformational leadership behaviors improve cooperative climate within the team which, in turn, improves task cohesion. However, these effects of leadership depend on media richness. Specifically, they occur only when media richness is low. Our results also suggest that task cohesion leads to group consensus and members’ satisfaction with the discussion, whereas cooperative climate improves discussion satisfaction and reduces time spent on the task.     

Trust and knowledge sharing in diverse global virtual teams

Global virtual teams (GVTs) allow organizations to improve productivity, procure global knowledge, and transfer best practice information instantaneously among team members. GVTs rely heavily on IT and have little face-to-face interaction, thereby increasing problems resulting from geographic barriers, time language, and cultural differences, and inter-personal relationships. The purpose of our study was to design a normative framework that would assist organizations in understanding the relationship between diversity, mutual trust, and knowledge sharing among GVTs, with additional focus on understanding the moderating impact of collaborative technology and task characteristics. Empirical data was collected from 58 GVTs and analyzed using a Hierarchical Multiple Regression technique. Results showed that in GVTs, deep level diversity has a more significant relationship with team processes of mutual trust and knowledge sharing than visible functional level diversity. This relationship is moderated by the collaborative capabilities of available technology and levels of interdependence of the task. Furthermore, knowledge sharing and mutual trust mediate the relationship between diversity levels and team effectiveness.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Assessing the suitability of process and information technology in supporting tacit knowledge transfer

The transfer of tacit knowledge, one of the most important issues in the knowledge sharing context, needs a multi-dimensional perception in its process. Information technology's (IT) supporting role has already been addressed in the process of tacit knowledge transfer. However, IT has its own characteristics, and in turn, may have dissimilar support suitability. On the basis of the knowledge transfer process proposed by Garavelli et al. (Garavelli, C., Gorgoglione, M., Scozzi, B., 2002. Managing knowledge transfer by knowledge technologies. Technovation 22, 269–279), this study conducts an assessment using the analytic hierarchy process (AHP) technique to disclose (1) importance rank of transfer stages for the transfer efficacy and (2) the support suitability of IT types for the transfer stages. The assessment hierarchy has three levels, which are the goal, process and support levels. According to the 21 domain scholars and specialists' assessment analysis, the main results suggest that (1) for goal level, both the knowledge provider's and receiver's cognitive system are of more importance, (2) for process level, database techniques and information system applications obtain the higher importance in supporting the provider's cognitive system and externalisation, and (3) software tools and information system applications are more likely to support the receiver's cognitive system and interpretation. Discussion and implications are also addressed.     

Factors affecting the performance of knowledge collaboration in virtual team based on capital appreciation

Knowledge collaboration (KC) is an important strategy measure to improve knowledge management, focusing on not only efficiency of knowledge cooperation, but also adding value of intellectual capital and social capital. In virtual teams, many factors, such as team’s network characteristics, collaborative culture, and individual collaborative intention, affect the performance of KC. By discussing the nature of KC, this paper presents that the performance of can be measured from two aspects: effectiveness of collaboration and efficiency of cooperation. Among them, effectiveness of collaboration is measured through value added and efficiency of cooperation is measured through accuracy and timeliness. Then the paper discusses the factors affecting the performance of KC from network characteristics, individual attributes and team attributes. The results show that network characteristics, individual attributes and team attributes in virtual team have significant impacts on the performance of KC.     

Perceived job effectiveness in coopetition: A survey of virtual teams within business organizations

This study establishes a model by drawing from key postulates and findings under coopetition to explain the formation of perceived job effectiveness in team collaboration. In the proposed model, perceived job effectiveness is influenced directly by knowledge sharing, cooperative attitude, and competitive conflict, while knowledge sharing is influenced by cooperative attitude and competitive conflict. Accordingly, perceived job effectiveness is influenced indirectly by shared value, perceived trust and perceived benefit via the mediation of cooperative attitude and competitive conflict. Empirical testing of this model, by investigating personnel in information technology (IT) organizations, confirms the applicability of coopetition in virtual teams. The test results indicate that all the model paths except one (linking shared vision and competitive conflict) are significant. Finally, managerial implications and limitations of the research are provided.     

Accumulating and visualising tacit knowledge of teachers on educational assessments

Assessments, embedded with teachers’ implicit (i.e. tacit) domain knowledge, play an important role in evaluating ’comprehension of a subject. The knowledge on the importance of both the concepts and their relationships of a subject, if captured, made explicit, and shared around, may greatly help teachers construct more effective assessments. This study establishes a methodology to accumulate tacit knowledge of specific topics from collected assessments by using an implicit knowledge extraction mechanism and, visualises the overall importance distribution of concepts by using knowledge maps for helping teachers compile their assessments. Several two stage experiments, scheduled for one semester, were conducted in the third grade natural science courses at elementary schools in Taiwan. Eighteen teachers who actually teach the courses participated in the experiments, and thirty students were in each course. In the first stage, teachers compiled assessments without using IKMAAS’s knowledge map features while in the second stage, they did use them. System usage records, questionnaires and interview results were used for evaluating the usability of the methodology and the satisfaction of using IKMAAS. The results indicate the potential of the methodology, as each of the teachers agreed that the visualised assessment knowledge helped them to comprehend the proportions of concepts they intended to test easily and, additionally, helped them to clearly notice concepts they may have ignored. Yet the results in this study also show the potential of using knowledge maps and knowledge accumulating methodology in pedagogy paradigm.     

A fit-gap analysis of e-business curricula and job demand in Taiwan and the US

During the past decade, many enterprises have been re-directing their resources into critical business areas to keep up with economic and market changes. They have adopted electronic business (EB) systems, such as supply chain management, enterprise resource planning (ERP), and enterprise application integration (EAI), to ensure seamless integration with internal processes as well as suppliers and customers. This phenomenon indicates that EB systems are playing an important role in attaining the effectiveness of enterprise operations. However, there is a constant complaint from recruiters that EB professionals with the right skills are hard to come by. To gauge the rapid changes in EB education and industry demand, EB curricula from top universities and job announcements from popular career Web sites in both the US and Taiwan are collected. We analyze the data and compare the results between the two countries to recommend remedial actions for narrowing the gap between industry and academia.     

Effects of task complexity on individual creativity through knowledge interaction: A comparison of temporary and permanent teams

Using the interactionist’s perspective of creativity, this paper proposes a new research model of creativity manifestation to explore how factors affecting individual creativity depend on team characteristics. We investigated the antecedents of creativity in the literature—task complexity, team member exchange, and knowledge sharing—and then examined the relationships and differences between temporary and permanent teams. To maximize practical implications, we studied two team types like project task force (PTF) and research and development (R&D) teams in the Information and Communication Technology (ICT) industry in Korea, where strong creativity is required for team performance. PTF teams operate with a clear mission to be completed on a deadline, while R&D teams create scientific enhancements for existing products. The proposed structural model was tested empirically with cross-sectional data from 289 professionals from the two team types. Results indicated that, in the case of PTF teams, task complexity had an indirect relationship with individual complexity through knowledge interaction among team members, while for R&D teams, task complexity was directly associated with individual creativity, and indirectly associated with the creativity through team member exchange. Thus, team characteristics must be considered together with task complexity and knowledge interactions in order to achieve team goals more effectively by maximizing each member’s creativity.     

Mediating team effectiveness in the context of collaborative learning: The importance of team and task awareness

Learning teams in higher education executing a collaborative assignment are not always effective. To remedy this, there is a need to determine and understand the variables that influence team effectiveness. This study aimed at developing a conceptual framework, based on research in various contexts on team effectiveness and specifically team and task awareness. Core aspects of the framework were tested to establish its value for future experiments on influencing team effectiveness. Results confirmed the importance of shared mental models, and to some extent mutual performance monitoring for learning teams to become effective, but also of interpersonal trust as being conditional for building adequate shared mental models. Apart from the importance of team and task awareness for team effectiveness it showed that learning teams in higher education tend to be pragmatic by focusing primarily on task aspects of performance and not team aspects. Further steps have to be taken to validate this conceptual framework on team effectiveness.     

The impact of goods-classification and landmarks for spatial knowledge and goods-finding in the elderly within a 3D virtual store

Online shopping has become quite popular since its first arrival on the internet. Although numerous studies have been performed to investigate various issues related to the internet store, some research issues relating to the spatial cognition of the elderly (the fastest growing internet group) when exploring a 3D virtual store still await further empirical investigation. The objective of this study was to examine how elderly users acquire spatial knowledge in an on-screen virtual store. Specifically, the impact of different types of landmarks on the acquisition of spatial knowledge was examined. In addition, in this study, goods-classification was seen as an implicit landmark associated with the acquisition of spatial knowledge. Therefore, it is worth observing the impact during the location of the goods and examining the combined effect with landmarks. The experimental results indicated that landmarks are important for the elderly as they attempt to locate goods within a 3D virtual store, no matter what types are used. However, landmarks are not the only resources for constructing spatial knowledge in a 3D virtual store; the classification of goods is also a good resource and may be more important than landmarks. In addition, the combined effect of goods-classification and landmarks in a 2D image would be best for the elderly in terms of acquired spatial cognition and the location of goods within a 3D virtual store.     

The impact of inadequate customer collaboration on self-organizing Agile teams

Context

Customer collaboration is a vital feature of Agile software development.

Objective

This article addresses the importance of adequate customer involvement on Agile projects, and the impact of different levels of customer involvement on real-life Agile projects.

Method

We conducted a Grounded Theory study involving 30 Agile practitioners from 16 software development organizations in New Zealand and India, over a period of 3 years.

Results

We discovered that Lack of Customer Involvement was one of the biggest challenges faced by Agile teams. Customers were not as involved on these Agile projects as Agile methods demand. We describe the causes of inadequate customer collaboration, its adverse consequences on self-organizing Agile teams, and Agile Undercover — a set of strategies used by the teams to practice Agile despite insufficient or ineffective customer involvement.

Conclusion

Customer involvement is important on Agile projects. Inadequate customer involvement causes adverse problems for Agile teams. The Agile Undercover strategies we’ve identified can assist Agile teams facing similar lack of customer involvement.     

Modeling job effectiveness and its antecedents from a social capital perspective: A survey of virtual teams within business organizations

This study develops two alternative models concerning job effectiveness, knowledge sharing, and their antecedents related to individuals’ perception about their job effectiveness in a team. Model 1 of this study intends to be as parsimonious as theoretically justifiable. It posits that three dimensions of social capital - structural, relational, and cognitive social capital - simultaneously influence knowledge sharing and job effectiveness indirectly through the mediation of team commitment, while job effectiveness is also influenced by knowledge sharing. Based on Model 1, Model 2 further adds that knowledge sharing is influenced directly by three dimensions of social capital. The two models are tested by collecting data from professionals of virtual teams in high-tech industries. The test results support seven out of nine hypotheses in Model 2. Finally, managerial implications of the empirical findings are also discussed.     

Training in virtual environments: transfer to real world tasks and equivalence to real task training

Virtual environments (VEs) are extensively used in training but there have been few rigorous scientific investigations of whether and how skills learned in a VE are transferred to the real world. This research aimed to measure and evaluate what is transferring from training a simple sensorimotor task in a VE to real world performance. In experiment 1, real world performances after virtual training, real training and no training were compared. Virtual and real training resulted in equivalent levels of post-training performance, both of which significantly exceeded task performance without training. Experiments 2 and 3 investigated whether virtual and real trained real world performances differed in their susceptibility to cognitive and motor interfering tasks (experiment 2) and in terms of spare attentional capacity to respond to stimuli and instructions which were not directly related to the task (experiment 3). The only significant difference found was that real task performance after training in a VE was less affected by concurrently performed interference tasks than was real task performance after training on the real task. This finding is discussed in terms of the cognitive load characteristics of virtual training. Virtual training therefore resulted in equivalent or even better real world performance than real training in this simple sensorimotor task, but this finding may not apply to other training tasks. Future research should be directed towards establishing a comprehensive knowledge of what is being transferred to real world performance in other tasks currently being trained in VEs and investigating the equivalence of virtual and real trained performances in these situations.     

Training in virtual environments: transfer to real world tasks and equivalence to real task training

Virtual environments (VEs) are extensively used in training but there have been few rigorous scientific investigations of whether and how skills learned in a VE are transferred to the real world. This research aimed to measure and evaluate what is transferring from training a simple sensorimotor task in a VE to real world performance. In experiment 1, real world performances after virtual training, real training and no training were compared. Virtual and real training resulted in equivalent levels of post-training performance, both of which significantly exceeded task performance without training. Experiments 2 and 3 investigated whether virtual and real trained real world performances differed in their susceptibility to cognitive and motor interfering tasks (experiment 2) and in terms of spare attentional capacity to respond to stimuli and instructions which were not directly related to the task (experiment 3). The only significant difference found was that real task performance after training in a VE was less affected by concurrently performed interference tasks than was real task performance after training on the real task. This finding is discussed in terms of the cognitive load characteristics of virtual training. Virtual training therefore resulted in equivalent or even better real world performance than real training in this simple sensorimotor task, but this finding may not apply to other training tasks. Future research should be directed towards establishing a comprehensive knowledge of what is being transferred to real world performance in other tasks currently being trained in VEs and investigating the equivalence of virtual and real trained performances in these situations.     

The impact of the Abilene Paradox on double-loop learning in an agile team

This paper presents a qualitative investigation of learning failures associated with the introduction of a new software development methodology by a project team. This paper illustrates that learning is more than the cognitive process of acquiring a new skill; learning also involves changes in behaviour and even beliefs. Extreme Programming (XP), like other software development methodologies, provides a set of values and guidelines as to how software should be developed. As these new values and guidelines involve behavioural changes, the study investigates the introduction of XP as a new learning experience. Researchers use the concepts of single and double-loop learning to illustrate how social actors learn to perform tasks effectively and to determine the best task to perform. The concept of triple-loop learning explains how this learning process can be ineffective, accordingly it is employed to examine why the introduction of XP was ineffective in the team studied. While XP should ideally foster double-loop learning, triple-loop learning can explain why this does not necessarily occur. Research illustrates how power factors influence learning among groups of individuals; this study focuses on one specific power factor – the power inherent in the desire to conform. The Abilene Paradox describes how groups can make ineffective decisions that are contrary to that which group members personally desire or believe. Ineffective decision-making occurs due to the desire to conform among group members; this was shown as the cause of ineffective learning in the software team studied. This desire to conform originated in how the project team cohered as a group, which was, in turn, influenced by the social values embraced by XP.     

The challenges of virtual partnerships: Critical success factors in the formation of inter-organisational teams

Virtual teams formed across organisational boundaries and organised around an opportunity are a relatively new area of research. A review of previous research shows that, although virtual teams have been well defined as a concept, only a few studies have contributed to the understanding of the processes of assembling and maintaining effective inter-organisational teams enabled by new modes of communication. By combining cross-disciplinary theoretical approaches, the reported study presents a conceptual overview for collective teaming in virtual settings. The findings of the study confirm that inter-organisational teams follow special development patterns, which can be described as cyclical self-energising processes.     

The effects from technology-mediated interaction and openness in virtual team performance measures

As globalisation continues concurrent with mergers and acquisitions, transnational organisations are increasingly turning to the use of virtual teams in which members collaborate through technology-mediated interaction. Although collocated teams and virtual teams share many common characteristics including performance measures, the nature of the environments differ along several dimensions. In particular, members of virtual teams cooperate on global projects while resident in their home geographies and cultures and using various technologies to facilitate. From that context, this field study investigated virtual team performance using organisational culture as a framework.