Diffusion of software technology innovations in the global context

Nahar, Nazmun; Käkölä, Timo; Huda, N.

doi:10.1109/hicss.2002.994166

Cited by 7 publications

(9 citation statements)

References 23 publications

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“…In global software development, the circumstances are totally different [2,4,8,10,14,16,17,20,21,25], as teams are located remotely. It is not possible to follow the rigid traditional development process in global software development.…”

Section: The Development Processes Of Gspmentioning

confidence: 99%

“…Our earlier research [15][16][17]24,25] indicates that commonly the GSP development organization encounters barriers due to the distributed nature of the project organization; differences in languages, culture, knowledge and skills of the employees, methodologies, technological infrastructure and time zones; and difficulties with communication and coordination.…”

Section: Barriers For Gsp Development Project Organizationsmentioning

confidence: 99%

“…Many researchers [2,3,5,7,10,16,17,25] have emphasized that there is a great need for research on global software development. Research is necessary to identify the GSP development organization and barriers encountered by it.…”

Section: Introductionmentioning

confidence: 99%

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Key barriers for global software product development organizations

Huda¹,

Nahar

Tepandi

et al. 2009

PICMET '09 - 2009 Portland International Conference on Management of Engineering &Amp; Technology

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Increasingly, software products development companies are attempting to make transition from traditional centralized local development to global development. This transition is taking place due to intense competition, availability of high quality and low cost software professionals in various countries, and advent of communication and information technologies to link the disperse groups. Due to a significant lack of research on the global software product (GSP) development organization, companies are commonly attempting to develop standardized software products by using an adhoc global project organization. In making transition from local development of software product to global development, developers are facing great difficulties in setting up an appropriate GSP development organization and executing GSP development. Most of the companies are not obtaining the expected benefits for their GSP development efforts and some of them are failing completely. The research was carried out by reviewing literature and conducting a multiple case study. This study introduces GSP development organization and identifies the key barriers that are encountered by the GSP development organization. The research will guide companies, who are involved in the development of GSP, to implement appropriate organizations, to avoid the challenges and to achieve the GSP development goals. This research also suggests some future research directions.

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Section: The Development Processes Of Gspmentioning

confidence: 99%

Section: Barriers For Gsp Development Project Organizationsmentioning

confidence: 99%

See 1 more Smart Citation

Key barriers for global software product development organizations

Huda¹,

Nahar

Tepandi

et al. 2009

PICMET '09 - 2009 Portland International Conference on Management of Engineering &Amp; Technology

View full text Add to dashboard Cite

show abstract

“…The practices draw upon the frameworks presented in [13,30,33,49]. Hefley and Loesche [13] identified four eSourcing phases: analysis, initiation, delivery, and completion.…”

Section: The Set Of Best Practicesmentioning

confidence: 99%

“…The more tacit knowledge is codified, the more effort it takes to understand the software [24]. The learning curve is steep and expensive, but if a shared understanding of the software is not developed, the ground for an effective relationship is missing [33]. Ongoing provision of support and training will also improve project, relationship, and service delivery management skills [31; 49].…”

Section: Proceedings Of the 41st Hawaii International Conference On Smentioning

confidence: 99%

Best Practices for International eSourcing of Software Products and Services

Käkölä

2008

Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008)

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This paper analyzes how the information and communications technology-supported international eSourcing of software products and services (IeS) can be effectively executed. The extant literature falls short of providing a systematic and detailed enough set of best practices to guide IeS. This paper presents best practices for IeS to facilitate further research, and to help managers and other stakeholders to understand, execute, and proactively improve and manage international eSourcing. The practices emphasize the need to establish and enact rigorous, mature, and quantitatively managed eSourcing lifecycles in order to transcend temporal, geographical, social, technical, and other boundaries in IeS.

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Vendor capability for offshore IT projects: Analysing a case in Indonesian context

Govindaraju

Zairul

2014

2014 International Conference on Data and Software Engineering (ICODSE)

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Offshore IT outsourcing has been very popular in the last 20 years as the companies want to concentrate more on its core business processes. According to A.T. Kearney Global Position Index for the year 2011, Indonesia ranks fifth in terms of attractiveness as an offshore IT outsourcing service provider. To enhance the competitiveness of the IT companies in Indonesia, a good understanding of the capabilities that need to be developed by the Indonesian IT vendors in supporting the success of IT outsourcing projects is needed. This study aims at evaluating the capability level of Indonesian IT vendors in supporting an offshore IT project, in different aspects of capabilities. Based on models developed in the earlier studies, an evaluation framework to measure the capability of Indonesian IT vendors was further developed, by adding one new capability which is associated with the vendor's ability to adapt to market conditions. A survey method is used to collect empirical data. Until the moment this paper was submitted, data collection is still being executed. From the results of empirical research involving 8 Indonesian IT vendors which had worked on offshore projects, a descriptive analysis of different aspects of vendor capabilities is presented. From the empirical study it was found that Process capability is the capability which is considered very well managed and get the highest score among all the capabilities. Domain Knowledge and ServiceDelivery capabilities are capabilities that are necessary to be paid attention among the other capabilities.

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Diffusion of software technology innovations in the global context

Cited by 7 publications

References 23 publications

Key barriers for global software product development organizations

Key barriers for global software product development organizations

Best Practices for International eSourcing of Software Products and Services

Vendor capability for offshore IT projects: Analysing a case in Indonesian context

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