Global Software Engineering: The Future of Socio-technical Coordination
FOSE '07 2007 Future of Software Engineering
CASCON '07 Proceedings of the 2007 conference of the center for advanced studies on Collaborative research
Latent social structure in open source projects
Proceedings of the 16th ACM SIGSOFT International Symposium on Foundations of software engineering
Investigating Collaboration Driven by Requirements in Cross-Functional Software Teams
CIRCUS '09 Proceedings of the 2009 Collaboration and Intercultural Issues on Requirements: Communication, Understanding and Softskills
The hidden experts in software-engineering communication (NIER track)
Proceedings of the 33rd International Conference on Software Engineering
Extending socio-technical congruence with awareness relationships
Proceedings of the 4th international workshop on Social software engineering
Proceedings of the ACM 2012 conference on Computer Supported Cooperative Work
Information and Software Technology
Talk versus work: characteristics of developer collaboration on the jazz platform
Proceedings of the ACM international conference on Object oriented programming systems languages and applications
Computer Supported Cooperative Work
The role of domain knowledge and cross-functional communication in socio-technical coordination
Proceedings of the 2013 International Conference on Software Engineering
Information and Software Technology
Hi-index | 0.00 |
In order to take advantage of lower costs and wider availability of talent, managers often staff software development projects globally. While this practice may be economically appealing there are often hidden costs. This paper reports the results of a study that used social network analysis to study how people in three global software teams acquired and used available expertise through communication and acquisition strategies. We found that frequency of communication was associated with awareness and familiarity of the other person especially awareness of the person's current work. When it came to acquiring information, members of these teams were more likely to seek specific technical information or administrative help from people outside their software team. People use others on their team with whom they have strong ties to exploit preexisting knowledge but they go to people they know uniquely outside the team for innovative ideas. We discuss the implications of these results for tools that encourage transparent work and for work and management practices.