Pitfalls in Remote Team Coordination: Lessons Learned from a Case Study
PROFES '08 Proceedings of the 9th international conference on Product-Focused Software Process Improvement
Trust dynamics in global software engineering
Proceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement
Developing trust in virtual software development teams
Journal of Theoretical and Applied Electronic Commerce Research
Challenges and improvements in distributed software development: a systematic review
Advances in Software Engineering
A review of non-technical issues in global software development
International Journal of Computer Applications in Technology
Proceedings of the 49th SIGMIS annual conference on Computer personnel research
Scrum practices in global software development: a research framework
PROFES'11 Proceedings of the 12th international conference on Product-focused software process improvement
Architecting in global software engineering
ACM SIGSOFT Software Engineering Notes
Ten tips to succeed in global software engineering education
Proceedings of the 34th International Conference on Software Engineering
A Process Framework for Global Software Engineering Teams
Information and Software Technology
Dispersion, coordination and performance in global software teams: a systematic review
Proceedings of the ACM-IEEE international symposium on Empirical software engineering and measurement
An empirical study on investigating the role of KMS in promoting trust within GSD teams
Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering
Hi-index | 0.00 |
Many organizations have turned towards globally distributed software development (GSD) in their quest for cheap, higher-quality software that has a short development cycle. However, this kind of development has often been reported as being problematic and complex to manage. There are indications that trust is a fundamental factor in determining the success or failure of GSD projects. This article studies the key factors that cause a lack of trust and the effect of lacking trust and present data from four projects in which problems with trust were experienced. We found the key factors to be poor socialization and socio-cultural fit, increased monitoring, inconsistency and disparities in work practices, reduction of and unpredictability in communication; and a lack of face-to-face meetings, language skills, conflict handling, and cognitive-based trust. The effect of lacking trust was a decrease in productivity, quality, information exchange and feedback, morale among the employees, and an increase in relationship conflicts. In addition, the employees tended to self-protect, to prioritize individual goals over group goals, and to doubt negative feedback from the manager. Further, the managers increased monitoring, which reduced the level of trust even more. These findings have implications for software development managers and practitioners involved in GSD. Copyright © 2008 John Wiley & Sons, Ltd.