Myths and paradoxes in Japanese IT offshoring
Communications of the ACM
Benefits of global software development: the known and unknown
ICSP'08 Proceedings of the Software process, 2008 international conference on Making globally distributed software development a success story
Software quality management improvement through mentoring: an exploratory study from GSD projects
OTM'11 Proceedings of the 2011th Confederated international conference on On the move to meaningful internet systems
Global online meetings in virtual teams: from media choice to interaction negotiation
Proceedings of the 5th International Conference on Communities and Technologies
Understanding lacking trust in global software teams: a multi-case study
PROFES'07 Proceedings of the 8th international conference on Product-Focused Software Process Improvement
Electronic word of mouth and knowledge sharing on social network sites: a social capital perspective
Journal of Theoretical and Applied Electronic Commerce Research
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Despite the increasing attention to global IS work, there is limited understanding of why and how global IS development projects succeed or fail. Based on the literature on IS success and global teams, we develop a conceptual framework for global IS development project success. We also conducted interviews with nine global IS project managers to validate this framework through a qualitative attribution analysis to identify common themes and patterns of the interview results. Global project managers identified time separation, cultural differences and geographic distance as the most significant barriers to project success. Organizations implemented various communication mechanisms, task programming, and project control methods to mitigate global risks, leading to project success.