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.

This paper reports on results from a long-term field study of globally distributed software development projects within a multinational organization. The research explores the issues involved in performing global software development, utilizing a perspective informed by CSCW research concerning the local organization of work practices and the key role of workers in being able to intervene in the 'flow of work' where necessary. The paper also raises some more general questions concerning the field of Global Software Development (GSD), in terms of the concepts and methods being used in the area. Our contribution is in the form of a CSCW-informed empirical study of the use of defect (or 'bug') tracking systems-systems which support the identification, classification and resolution of defects in the emerging software. In one case, the team persisted with a defect tracking system that they had used for years and maintained it in parallel with a system used by co-workers in other countries-all the while attempting to implement a bridge between the two. In the other, we report on how local software patches were created to allow for local work to proceed while not interfering with the existing coordination mechanisms between the local site and remote co-workers who were responsible for creating daily builds according to the overall project plan. In both cases, local practices were shaped by the necessity to keep work flowing across the whole project, even if this involved what might, at first sight, seem to go against project-wide practice. We discuss implications of these findings in terms of a key distinction between externally-prescribed 'workflow' and internally-managed 'flow of work' activities. We also explore how a heterogeneous 'assembly' of variably coupled systems may be the most appropriate image for technological support of distributed teams as they keep the work flowing in an orderly fashion. Overall, our work suggests that studies of global software development can profit from the CSCW tradition of workplace studies both conceptually and methodologically.

In this paper we reflect on the process of co-design by detailing and comparing two strategies for the participatory development of interaction concepts and prototypes in the context of technologically-enhanced museum visiting experiences. While much work in CSCW, HCI and related disciplines has examined different role configurations in codesign, more research is needed on examining how collaborative design processes can unfold in different ways. Here we present two instances of co-design of museum visiting aids, one stemming from an open brief, another from an initial working prototype; we discuss the process in each case and discuss how these alternative strategies presented the team with different possibilities as well as constraints, and led to different patterns of collaboration within the design team. Finally, we draw a set of themes for discussion and reflection to inform and aid researchers and practitioners participating in similar co-design processes, particularly in the domain of cultural heritage.

Increasingly, cultural heritage professionals (CHPs) (including curators, museum directors, and education officers) are becoming more involved in designing interactive technologies. Specifically, growing access to and availability of digital technology enables CHPs, who may have limited experience with interactive technologies, to create content for and integrate these technologies into their museums. With these developments, there is a growing importance in investigating how CHPs build understandings of these tools in context; this is particularly since curators aim to learn how those tools can support their audiences. In this paper, we highlight how CHPs formed understandings for integrating an interactive tool to support an intended visitor experience into the museum environment through experimentation. Inspired by lessons learned, we propose design recommendations for interaction designers and HCI experts in designing tools and resources that support CHPs to experiment with various ways these technologies could service their interpretation goals.

Software development requires the handling of complex and context specific knowledge to be successful. Hence, efficient knowledge management (KM) counts amongst the most important challenges for any software project, but especially for small enterprises working with distributed teams. One important topic for KM in distributed teams is the role of "bridges" enacted by people who become boundary spanners and facilitate the exchange of knowledge between the sites. In our paper we present empirical findings related to such bridges in the context of two small companies with offshore sites. In doing so, we concentrate on the particular roles these knowledge brokers play in the distributed development practices. We show how small software companies rely on the commitment of particular team members and informal knowledge management practices. The paper concludes with a number of open questions to be addressed by future studies.

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In a globalised world economy, small and mediumsized companies (SMEs)