Acquiring and sharing tacit knowledge in software development teams: An empirical study |
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| Affiliation: | 1. Department of Information Management, National Sun Yat-sen University, No. 70, Lienhai Rd., Kaohsiung 80424, Taiwan, ROC;2. Department of Information Management, Tajen University, No. 20, Weisin Rd., Sin-er Village, Yanpu Township, Pingtung County 907, Taiwan, ROC;1. Management Department, College of Business, Southern Illinois University Carbondale, Mail Code 4627, 1025 Lincoln Drive, Carbondale, IL 62901, United States;2. Department of Management Science & Information Systems, College of Management, University of Massachusetts Boston, United States;3. Department of Health Management and Policy, College of Public Health, University of Iowa, United States |
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| Abstract: | 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. |
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| Keywords: | Tacit knowledge Transactive memory Social interaction Agile teams Team performance |
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