Global software teams: collaborating across borders and time zones
Global software teams: collaborating across borders and time zones
Communication and Trust in Global Virtual Teams
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
It's About Time: Temporal Structuring in Organizations
Organization Science
Beyond Opportunism: A Resource-based View of Outsourcing Risk
HICSS '98 Proceedings of the Thirty-First Annual Hawaii International Conference on System Sciences-Volume 6 - Volume 6
Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
Is anybody out there?: antecedents of trust in global virtual teams
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
Following the sun: case studies in global software development
IBM Systems Journal
The Journal of Strategic Information Systems
24-hour knowledge factory: Using Internet technology to leverage spatial and temporal separations
ACM Transactions on Internet Technology (TOIT) - Special Issue on the Internet and Outsourcing
Because Time Matters: Temporal Coordination in Global Virtual Project Teams
Journal of Management Information Systems
Deriving mutual benefits from offshore outsourcing
Communications of the ACM - One Laptop Per Child: Vision vs. Reality
Outsourcing and Offshoring of Professional Services: Business Optimization in a Global Economy
Outsourcing and Offshoring of Professional Services: Business Optimization in a Global Economy
Virtual project management: introduction
International Journal of Networking and Virtual Organisations
The Journal of Strategic Information Systems
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The relocation of knowledge work to emerging countries is leading to an increasing use of globally distributed teams (GDT) engaged in complex tasks. In the present study, we investigate a particular type of GDT working 'around the clock': the 24-h knowledge factory (Gupta, 2008). Adopting the productivity perspective on knowledge sharing (Haas and Hansen, 2005, 2007), we hypothesize how a 24-h knowledge factory and a co-located team will differ in technology use, knowledge sharing processes, and performance. We conducted a quasi-experiment in IBM, collecting both quantitative and qualitative data, over a period of 12months, on a GDT and a co-located team. Both teams were composed of the same number of professionals, provided with the same technologies, engaged in similar tasks, and given similar deadlines. We found significant differences in their use of technologies and in knowledge sharing processes, but not in efficiency and quality of outcomes. We show how the co-located team and the GDT enacted a knowledge codification strategy and a personalization strategy, respectively; in each case grafting elements of the other strategy in order to attain both knowledge re-use and creativity. We conclude by discussing theoretical contributions to knowledge sharing and GDT literatures, and by highlighting managerial implications to those organizations interested in developing a fully functional 24-h knowledge factory.