Coordination in software development
Communications of the ACM
Global software teams: collaborating across borders and time zones
Global software teams: collaborating across borders and time zones
Temporal Coordination –On Time and Coordination of CollaborativeActivities at a Surgical Department
Computer Supported Cooperative Work
The Mythical Man-Month: Essays on Softw
The Mythical Man-Month: Essays on Softw
Requirements Engineering: A Good Practice Guide
Requirements Engineering: A Good Practice Guide
Distributed Work
Virtual Teams That Work: Creating Conditions for Effective Virtual Teams
Virtual Teams That Work: Creating Conditions for Effective Virtual Teams
Guest Editors' Introduction: Global Software Development
IEEE Software
Communication and Trust in Global Virtual Teams
Organization Science
Network Structure in Virtual Organizations
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
An Empirical Study of Speed and Communication in Globally Distributed Software Development
IEEE Transactions on Software Engineering
Coordinating Expertise in Software Development Teams
Management Science
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Managing cross-cultural issues in global software outsourcing
Communications of the ACM - Human-computer etiquette
European Journal of Information Systems
Development of a computer-based interviewing tool to enhance the requirements gathering process
Requirements Engineering
Requirements Engineering
ISRE: immersive scenario-based requirements engineering with virtual prototypes
Requirements Engineering
Good requirements practices are neither necessary nor sufficient
Requirements Engineering
Requirements quality control: a unifying framework
Requirements Engineering
Requirements Abstraction Model
Requirements Engineering
Improving the detection of requirements discordances among stakeholders
Requirements Engineering
Configurations of global software development: offshore versus nearshore
Proceedings of the 2006 international workshop on Global software development for the practitioner
More About Software Requirements: Thorny Issues and Practical Advice
More About Software Requirements: Thorny Issues and Practical Advice
Organizing and the Process of Sensemaking
Organization Science
Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations
Organization Science
Owning the Code: Status Closure in Distributed Groups
Organization Science
A sender-receiver framework for knowledge transfer
MIS Quarterly
Instantiating global crisis networks: The case of SARS
Decision Support Systems
Mitigating Vendor Silence in Offshore Outsourcing: An Empirical Investigation
Journal of Management Information Systems
ER'11 Proceedings of the 30th international conference on Conceptual modeling
Journal of Information Science
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Achieving shared, common, or mutual understandings among geographically dispersed workers is a central concern in the distributed work literature. Nonetheless, little is known yet about the socio-cognitive acts and communication processes involved with synchronizing and cocreating understandings in such settings. Building on a case study of a geographically distributed information systems development project at one of India's largest offshore vendors, we postulate that knowledge and experience asymmetries, and requirements and task characteristics (such as complexity, instability, ambiguity, and novelty) prompt onsite and offshore team members to engage in acts of sensegiving, sensedemanding, and sensebreaking. This allows them to make sense of their tasks and their environment, and it increases the likelihood that congruent and actionable understandings emerge. Furthermore, it assists them in cocreating novel understandings, especially when acts of sensegiving and sensedemanding are complemented with instances of sensebreaking. Our results contribute to the literature by explaining how distributed team members mitigate problems of understanding, transfer preexisting understandings, and cocreate novel understandings. Acts of sensegiving, sensedemanding, and sensebreaking allow distributed team members to jointly explore and generate value, thereby amplifying the performance of distributed workers.