Innovations in the mobility industry such as automated and connected cars could significantly reduce congestion and emissions by allowing the traffic to flow more freely and reducing the number of vehicles according to some researchers. However, the effectiveness of these sustainable product and service innovations is often limited by unexpected changes in consumption: some researchers thus hypothesize that the higher comfort and improved quality of time in driverless cars could lead to an increase in demand for driving with autonomous vehicles. So far, there is a lack of empirical evidence supporting either one or other of these hypotheses. To analyze the influence of autonomous driving on mobility behavior and to uncover user preferences, which serve as indicators for future travel mode choices, we conducted an online survey with a paired comparison of current and future travel modes with 302 participants in Germany. The results do not confirm the hypothesis that ownership will become an outdated model in the future. Instead they suggest that private cars, whether conventional or fully automated, will remain the preferred travel mode. At the same time, carsharing will benefit from full automation more than private cars. However, the findings indicate that the growth of carsharing will mainly be at the expense of public transport, showing that more emphasis should be placed in making public transport more attractive if sustainable mobility is to be developed.

SUMMARY The impact of culture on knowledge management in international teams is an important topic which is still not well understood. We contribute to the discussion by presenting two case studies of small software teams involved in distributed software development. In doing so, we illustrate how cultural and social issues influence the way knowledge exchange is performed by analyzing four knowledge sharing practices: status meetings and maintaining awareness, the collaborative use of shared artifacts and repositories, spending time at the other site and human ‘bridges’ that mediate between people and cultures. Our findings suggest that organizational culture is permanently re‐negotiated and adjusted to fit the distributed collaboration, as the teams learn how to deal with each other. Socialization plays a significant role in this learning process, and people are more likely to draw on national stereotypes when breakdowns occur. The influences of national culture and site‐specific organizational culture are subtle and not easy to separate from other factors. Based on our experience, we argue that in order to achieve an accurate understanding of knowledge sharing practices in globally distributed software teams, these need to be studied in context, longitudinally, and from both the onshore and offshore perspectives. Copyright © 2010 John Wiley & Sons, Ltd.

Software development requires complex context specific knowledge regarding the particularities of different technologies, the potential of existing software and the needs and expectations of the users. Hence, efficient knowledge management counts amongst the most important challenges for software teams. In international teams, one of the most important issues regarding knowledge sharing is the impact of culture under different aspects: national, organizational and professional. There seem to be very few studies dealing with the issue of culture in regard to knowledge management practices in GSE. We want to contribute to the discussion by presenting case studies of small size software teams dealing with international software development in the context of offshoring. In doing so, we illustrate how cultural and social issues influence the way knowledge exchange is performed by analyzing several practices of knowledge management, considering the role of artifacts and tools, of meetings, knowledge brokers and mutual visits between sites.

Global software development has become an important issue for small and medium enterprises. However, the distinct requirements of SME are still not so well understood. In order to contribute to the discussion we present case studies in two small German software companies that engage in offshoring of software development to Eastern Europe. By applying Strauss' articulation work framework we show to what extent SME rely upon situated coordination practices in order to warrant their agility. These practices are applied during discussions in which the actors reflexively evolve problems and solutions from their distinct perspectives and work practices. Thereby they are closely related to formal and informal communication, which takes place both locally and between the different teams. Our findings further suggest that specialized tools for the support of situated coordination practices in terms of articulation work are not so common in practice.

No abstract