Departmentalization in software development and maintenance
Communications of the ACM
Software quality and the Capability Maturity Model
Communications of the ACM
Successful software process improvement
Successful software process improvement
Quality management in systems development: an organizational system perspective
MIS Quarterly - Special issue on Intensive research in information systems: using qualitative, interpretive, and case methods to study information technology—third installment
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
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IEEE Transactions on Software Engineering
Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory
Organization Science
Coordination and collective mind in software requirements development
IBM Systems Journal
Software process improvement: it's a journey, not a destination
Communications of the ACM
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
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Price Mechanism for Knowledge Transfer: An Integrative Theory
Journal of Management Information Systems
Impact of Knowledge Support on the Performance of Software Process Tailoring
Journal of Management Information Systems
The empirical study of IS development teams' performance in China
WiCOM'09 Proceedings of the 5th International Conference on Wireless communications, networking and mobile computing
Software Process Improvement as organizational change: A metaphorical analysis of the literature
Journal of Systems and Software
Learning processes in municipal broadband projects: An absorptive capacity perspective
Telecommunications Policy
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Because of challenges often experienced when deploying software, many firms have embarked on software process improvement (SPI) initiatives. Critical to the success of these initiatives is the transfer of knowledge across individuals who occupy a range of roles in various organizational units involved in software production. Prior research suggests that a portfolio of different mechanisms, employed frequently, can be required for effective knowledge transfer. However, little research exists that examines under what situations differing portfolios of mechanisms are selected. Further, it is not clear how effective different portfolio designs are. In this study, we conceptualize knowledge transfer portfolios in terms of their composition (the types of mechanisms used) and their intensity (the frequency with which the mechanisms are utilized). We hypothesize the influence of organizational design decisions on the composition and intensity of knowledge transfer portfolios for SPI. We then posit how the composition and intensity of knowledge transfer portfolios affect performance improvement. Our findings indicate that a more intense portfolio of knowledge transfer mechanisms is used when the source and recipient are proximate, when they are in a hierarchical relationship, or when they work in different units. Further, a source and recipient select direction-based portfolios when they are farther apart, in a hierarchical relationship, or work in different units. In terms of performance, our results reveal that the fit between the composition and intensity of the knowledge transfer portfolio influences the recipient's performance improvement. At lower levels of intensity direction-based portfolios are more effective, while at higher levels of intensity routine-based portfolios yield the highest performance improvement. We discuss the implications of our findings for researchers and for managers who want to promote knowledge transfer to improve software processes in their organizations.