Coordination in software development
Communications of the ACM
Identifying controlling features of engineering design iteration
Management Science
A predictive model of sequential iteration in engineering design
Management Science
The pragmatic programmer: from journeyman to master
The pragmatic programmer: from journeyman to master
Software Cost Estimation with Cocomo II with Cdrom
Software Cost Estimation with Cocomo II with Cdrom
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
Organization Science
Problem-Solving Oscillations in Complex Engineering Projects
Management Science
The Influence of Business Managers' IT Competence on Championing IT
Information Systems Research
Collaborative Prototyping and the Pricing of Custom-Designed Products
Management Science
A Knowledge-Based Theory of the Firm--The Problem-Solving Perspective
Organization Science
Shallow Knowledge as an Aid to Deep Understanding in Early Phase Requirements Engineering
IEEE Transactions on Software Engineering
Journal of Management Information Systems
Software reuse: survey and research directions
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
Software processes and project performance
Journal of Management Information Systems - Special section: Information technology and its organizational impact
Coordination in Fast-Response Organizations
Management Science
Dynamics of software development
Dynamics of software development
Software Process Tailoring: An Empirical Investigation
Journal of Management Information Systems
The Art of Lean Software Development: A Practical and Incremental Approach
The Art of Lean Software Development: A Practical and Incremental Approach
Governance-Knowledge Fit in Systems Development Projects
Information Systems Research
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Recent research emphasizing the need for more business knowledge in information technology IT units and more technical knowledge in line functions largely overlooks the question of when maintaining either form of such "peripheral" knowledge-a costly endeavor-is valuable. Further application and process novelty are increasingly unavoidable in systems development projects but remain largely overlooked in theory. It is plausible that one type of peripheral knowledge is valuable under one type of novelty but not the other. I develop the idea that discriminating alignment between project novelty and peripheral knowledge is needed for them to enhance systems development performance. Thus, the valuable type of peripheral knowledge depends on whether a project involves novelty in the project concept or in its development processes. Further, we lack an explanation for how such discriminating alignment translates into improved project performance. I develop and test a middle-range theory built around two ideas to address these gaps. First, alignment between project novelty and peripheral knowledge must be discriminating to enhance systems development performance. Second, such discriminating alignment accelerates design convergence, which in turn enhances systems development performance. Tests using data from 159 projects support the proposed ideas. The primary contribution of this paper is therefore explaining when and how alignment between project novelty and peripheral knowledge in IT and client departments enhances systems development performance. The key implication is that greater application domain knowledge in the IT unit technical knowledge in the client department enhances performance in projects involving greater application novelty process novelty.