Software creativity
Global software teams: collaborating across borders and time zones
Global software teams: collaborating across borders and time zones
Extreme programming explained: embrace change
Extreme programming explained: embrace change
The geography of coordination: dealing with distance in R&D work
GROUP '99 Proceedings of the international ACM SIGGROUP conference on Supporting group work
Two case studies of open source software development: Apache and Mozilla
ACM Transactions on Software Engineering and Methodology (TOSEM)
Communication and Trust in Global Virtual Teams
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Information Systems Management
Who shouts louder?: exerting power across distance and culture
Proceedings of the 2009 international workshop on Intercultural collaboration
Proceedings of the 16th ACM international conference on Supporting group work
Mitigating Vendor Silence in Offshore Outsourcing: An Empirical Investigation
Journal of Management Information Systems
Organization Science
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An ethnographic study of a team of software developers working on a new product across two groups---located on the West Coast of the United States and in Bangalore, India---is used to analyze status dynamics in distributed groups. Whereas existing literature has emphasized the importance of communication, task design, and incentives for cooperation, this paper shows how status differentials and geographic distance reinforce each other to affect the work processes and collaboration in distributed teams. The focus is on two elements: the relationship between the collaboration across the two groups and their members and the members' interpretations of this relationship. Status influences the perceptions of the remote group, as well as the willingness to cooperate with its members. The key findings specify the informal closure strategies used by the high-status group in relation to the low-status group. Furthermore, the superimposition of geographic and status distance in remote work lowered the cost of exclusion of one group from the collaboration and led to the deepening of status differences between remote groups. By showing status to be both an input and an output of intergroup relations, the paper specifies some of the mechanisms through which status orderings are maintained and reinforced.