An Information Security Strategy for Networkable Devices

Networkable Windows-based operating system devices present information security challenges to both vendors and users of such devices. This article highlights some of those threats and offers measures to improve the link between a firm's business strategy, its operational activities, and its information security strategy.     

Knowledge transfer in globally distributed teams: the role of transactive memory

This paper explores the role of transactive memory in enabling knowledge transfer between globally distributed teams. While the information systems literature has recently acknowledged the role transactive memory plays in improving knowledge processes and performance in colocated teams, little is known about its contribution to distributed teams. To contribute to filling this gap, knowledge‐transfer challenges and processes between onsite and offshore teams were studied at TATA Consultancy Services. In particular, the paper describes the transfer of knowledge between onsite and offshore teams through encoding, storing and retrieving processes. An in‐depth case study of globally distributed software development projects was carried out, and a qualitative, interpretive approach was adopted. The analysis of the case suggests that in order to overcome differences derived from the local contexts of the onsite and offshore teams (e.g. different work routines, methodologies and skills), some specific mechanisms supporting the development of codified and personalized ‘directories’ were introduced. These include the standardization of templates and methodologies across the remote sites as well as frequent teleconferencing sessions and occasional short visits. These mechanisms contributed to the development of the notion of ‘who knows what’ across onsite and offshore teams despite the challenges associated with globally distributed teams, and supported the transfer of knowledge between onsite and offshore teams. The paper concludes by offering theoretical and practical implications.     

Sourcing in or out: Implications for social capital and knowledge sharing

The sharing of knowledge between a firm and its internal or external service suppliers has become an important element of contemporary sourcing arrangements. Moreover, the knowledge based view (KBV) has long suggested that due to stronger cognitive links within firms, internal compared to external service provision creates better conditions for knowledge sharing. Empirical evidence for this claim is however scarce, and the KBV does not explain the mechanisms for more knowledge sharing in internal sourcing in detail. Moreover, there is now some evidence to suggest that firms’ relationships with external sourcing partners are becoming more similar to those with captive centres, which represent a less traditional form of insourcing setting. To scrutinize the possible knowledge sharing advantages of internal sourcing in more depth, we turn to social capital (SC) research. There are some theoretical claims that SC and knowledge sharing are stronger within than between firms, and there is ample evidence that SC facilitates knowledge sharing. Our survey results suggest that the extent of knowledge sharing and SC are indeed stronger in a captive than in an external sourcing mode, and that structural (tie strength), cognitive (shared understanding), and relational (trust) aspects of SC mediate the effect of sourcing mode on the extent of knowledge sharing. By contrast, network stability (a structural aspect) mediated knowledge sharing only indirectly, by reinforcing the other SC aspects. We highlight important contributions to research and practice of IS outsourcing and social capital.     

Component sharing in complex products and systems: challenges, solutions, and practical implications

In this paper, we explore whether a multiproject management approach is helpful in complex products and systems (CoPS) environments. CoPS are high cost, engineering-intensive products and systems, tailor-made according to client's specifications. The focus of this paper is on the possibilities for sharing components between projects in CoPS multiproject environments. Component sharing is the process through which technological components and platforms are transferred and shared between projects. The vast majority of evidence about component sharing is based on empirical research in mass-producing companies. Little has been reported in the CoPS literature about similar processes. To contribute to this gap, this paper discusses challenges faced and solutions applied by a supplier of CoPS, an aerospace company, when attempting to share components between projects in its multiproject environment. Three main areas are examined that facilitate sharing between projects given the unique strategic context of CoPS: coordination and communication mechanisms that facilitate linkages across projects; knowledge transfer mechanisms; and an organizational form that centralizes some of the development activities. This paper concludes by offering managers and engineers a set of tools to consider component sharing in a CoPS environment.     

Social ties,knowledge sharing and successful collaboration in globally distributed system development projects

Traditionally, the main focus of the information system (IS) literature has been on technical aspects related to system development projects. Furthermore, research in the IS field has mainly focused on co-located project teams. In this respect, social aspects involved in IS projects were neglected or scarcely reported. To fill this gap, this paper studies the contribution of social ties and knowledge sharing to successful collaboration in distributed IS development teams. Data were drawn from two successful globally distributed system development projects at SAP and LeCroy. Data collected were codified using Atlas.ti software. The results suggest that human-related issues, such as rapport and transactive memory, were important for collaborative work in the teams studied. The paper concludes by discussing the implications for theory and suggesting a practical guide to enhance collaborative work in globally distributed teams.     

Interpolative three-level block truncation coding algorithm

Zeng (see ibid., vol.27, p.1126-8, 1991) has described an interpolative two-level block truncation coding (BTC) image compression algorithm. The authors extend the work of Zeng to a three-level interpolative BTC algorithm. Compared to Zeng, the new algorithm gives reconstructed images with substantially higher image quality with no increase in bit rate.<>