Educating reflective systems developers

Mathiassen, Lars; Purao, Sandeep

doi:10.1046/j.1365-2575.2002.00122.x

Cited by 82 publications

(89 citation statements)

References 31 publications

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“…On the one hand, the managers want to exercise leadership in SPI, and, on the other hand, there are underlying communities-of-practice in software development (Mathiassen 1998;Wenger and Snyder 2000), which cannot be designed or managed directly. The social network models show some of these communitiesof-practice and the managers are with these in hand very aware that they cannot change the social networks as they change formal structures, responsibilities, and tasks.…”

Section: Discussionmentioning

confidence: 99%

Social networks in software process improvement

Nielsen¹,

Tjørnehøj²

2010

J. Softw. Maint. Evol.: Res. Pract.

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Software process improvement in small organisation is often problematic and communication and knowledge sharing is more informal. To improve software processes we need to understand how they communicate and share knowledge. In this article have studied the company SmallSoft through action research. In the action research we have applied the framework of social network analysis and we show this can be used to understand the underlying structures of communication and knowledge sharing between software developers and managers. We show in detail how the analysis can be done and how the management can utilise the findings. From this we conclude that social network analysis was a useful framework together with accompanying tools and techniques.

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Section: Discussionmentioning

confidence: 99%

Social networks in software process improvement

Nielsen¹,

Tjørnehøj²

2010

J. Softw. Maint. Evol.: Res. Pract.

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“…Using the action research approach in the Information Systems (IS) community is well known (e.g. Mathiassen 1998Mathiassen , 2002Avison, Lau, Myers & Nielsen 1999;Vidgen and Braa, 1997;Braa and Vidgen, 2000;Donnellan, 2003). The IS action research approach combines theory and practice through change and reflection in a problematic real-life situation.…”

Section: Methodsmentioning

confidence: 99%

“…On the basis of an in-depth action research study (Mathiassen, 1998; conducted in a Problem Oriented Project Pedagogy Master Program at Roskilde University, Denmark, we got rich data describing the integration process of BSCW in a virtual learning team consisting of three students. We used the TAM-model to describe and analyze the data collected in four key checkpoints and found it useful in the description of successes and failures during the integration process of Groupware.…”

Section: Conclusion Limitations and Suggestions For Further Researchmentioning

confidence: 99%

Groupware Integration in Virtual Learning Teams

Bjørn

Scupola

IT Innovation for Adaptability and Competitiveness

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Abstract:In this paper we apply Davis' Technology Acceptance Model (TAM) in a qualitative fashion to analyze and interpret the chronological sequence of events leading to the acceptance of the Groupware technology, BSCW, in a virtual learning team. The research question investigated is: What are the factors influencing the integration process of Groupware technology in virtual learning teams in part-time adult education? The data were gathered through an in-depth qualitative action research study of one virtual learning team doing problem-oriented project work within a master education program. We find that one important factor influencing the integration process of Groupware is: How the technology provides support for social perspective awareness. In the case investigated the technology BSCW supported social awareness, which influenced both the ease-of-use and the perceived-usefulness of the Groupware technology, thus being an important condition that influenced the positive outcome of the integration process.

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“…We use our own experiences, in a manner similar to Mathiassen and Purao [8] and Naur [6], drawing on the account of a specific case that consists of a series of episodes. A retrospective analysis of the case follows along with a comparison of surface-level findings against those derived from prior research.…”

Section: An Account Of Knowledge Work In a Hybrid Teammentioning

confidence: 99%

“…In this paper, we begin with the premise that the efforts of conceptualizing and crafting a research manuscript constitute knowledge work. Informed by research on virtual teams and knowledge work, we take a reflexive research stance [6][7][8] to examine our experiences in working as a hybrid team to write a research paper.…”

Section: Introductionmentioning

confidence: 99%

The Tension Between Expectations of Availability and the Reality of Availability in Hybrid Teams

Ocker

Huang

Trauth

et al.

IFIP International Federation for Information Processing

Self Cite

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Abstract. The demands of the global world increasingly dictate that people travel in order to conduct work. Oftentimes, this means that team members are neither strictly here nor there. Teams such as these are hybrids, where members alternate between co-located and distributed contexts. The pervasive nature of information and communication technologies, however, continues to impose an expectation of availability on the team members even as they travel. In this paper, we take a reflexive research stance to inform our understanding of the complexities of accomplishing knowledge work within a hybrid team configuration. An illustrative case highlights issues and outcomes associated with member availability that arose during the writing of a research paper. Categorical reasons for member unavailability are identified and contrasted with the expectation of availability. We suggest that the issues and conflict we experienced may be traced to the ambiguous nature of the task and the early project phase requiring problem formulation.

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Educating reflective systems developers

Cited by 82 publications

References 31 publications

Social networks in software process improvement

Social networks in software process improvement

Groupware Integration in Virtual Learning Teams

The Tension Between Expectations of Availability and the Reality of Availability in Hybrid Teams

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