Scale Economies in New Software Development
IEEE Transactions on Software Engineering
Function Points in the Estimation and Evaluation of the Software Process
IEEE Transactions on Software Engineering
The persistence and transfer of learning in industrial settings
Management Science
Management Science
Software Engineering Economics
Software Engineering Economics
The Mythical Man-Month: Essays on Softw
The Mythical Man-Month: Essays on Softw
Trust as an Organizing Principle
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Coordinating Expertise in Software Development Teams
Management Science
How Much Did the Liberty Shipbuilders Forget?
Management Science
An Introduction to Survival Analysis Using Stata
An Introduction to Survival Analysis Using Stata
Manufacturing & Service Operations Management
Modeling the knowledge-flow view for collaborative knowledge support
Knowledge-Based Systems
The Division of Gains from Complementarities in Human-Capital-Intensive Activity
Organization Science
Manufacturing & Service Operations Management
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Much of the literature on team learning views experience as a unidimensional concept captured by the cumulative production volume of, or the number of projects completed by, a team. Implicit in this approach is the assumption that teams are stable in their membership and internal organization. In practice, however, such stability is rare, because the composition and structure of teams often change over time (e.g., between projects). In this paper, we use detailed data from an Indian software services firm to examine how such changes may affect the accumulation of experience within, and the performance of, teams. We find that the level of team familiarity (i.e., the average number of times that each member has worked with every other member of the team) has a significant positive effect on performance, but we observe that conventional measures of the experience of individual team members (e.g., years at the firm) are not consistently related to performance. We do find, however, that the role experience of individuals in a team (i.e., years in a given role within a team) is associated with better team performance. Our results offer an approach for capturing the experience held by fluid teams and highlight the need to study context-specific measures of experience, including role experience. In addition, our findings provide insight into how the interactions of team members may contribute to the development of broader firm capabilities.