Information "bridging" in a global organization

Milewski, Allen E.; Tremaine, Marilyn; Egan, Richard; Zhang, Suling; Köbler, Felix; O’Sullivan, Patrick

doi:10.1145/1321211.1321258

Cited by 9 publications

(11 citation statements)

References 21 publications

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“…In global distributed software engineering environments, for instance, one crucial aspect of problem solving is information seeking which compromises strategies, e.g. information bridging, Milewski et al, 2007), cognitive processes and behaviors associated with actively acquiring the information required to accomplish some task (Marchionini, 1995;Pirolli and Card, 1999). Information seeking routines can span from formal search, e.g., library sources, to more informal social contact with peers (Milewski, 2007).…”

Section: Discussionmentioning

confidence: 99%

Social Connectedness on Facebook - An Explorative Study on Status Message Usage

et al. 2011

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With over 400 million active users Facebook is undeniably a large social phenomenon and one of the largest social networks on the Internet. Together with Facebook a variety of novel communication styles have developed, dramatically influencing social interaction. The underlying paper reports the results of a survey (N=109) analyzing Facebook's micro-blogging function available through users' status updates. Our results suggest that the use of status update messaging generates a feeling of connectedness between users. Furthermore, non-parametric analyses distinguishing between low-and highconnected groups have been performed and experimentally confirmed the existence of distinct user profiles as a function of the variable "feeling connected". The analyses revealed that the more individuals use their status message function to actively reveal information about themselves, the more connected they feel. Connectedness seems the result of active information sharing modulated by the amount of information shared rather than by the type of information an individual is sharing.

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Section: Discussionmentioning

confidence: 99%

Social Connectedness on Facebook - An Explorative Study on Status Message Usage

et al. 2011

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“…Ireland also possessed a temporal overlap in standard business hours with all the project locations. Figure 2, which is adapted from Milewski et al (2007), shows typical working days for each of the five locations, all on the same GMT timeline. It is clear that the opportunities for real-time interactions between some of the locations (e.g.…”

Section: A Bridging Example In Software Engineeringmentioning

confidence: 99%

“…At a broad level of analysis, the establishment of a bridge can have positive effects. Both Milewski et al (2007) and Holmström et al (2006) have studied bridge-type arrangements and found that they can facilitate the success of globally distributed projects. In particular, the establishment of a bridge organization can assist the flow of distant team information that is necessary for development and testing of software.…”

Section: Use a Bridge When There Is A High Need For Real-time Interacmentioning

confidence: 99%

“…Holmström et al (2006) found that Irish software outsourcers performing a successful bridging function were highly skilled at dealing with the diversity of differing cultural practices. Similarly, Milewski et al (2007) speculated that the success of a different sample of technical bridge members in Ireland may be associated with a generally low score among the Irish in uncertainty avoidance (Hofstede 1977) which is associated with being more tolerant of opinions different from what they are used to (Shuper et al 2004). A third factor to consider regarding individual bridging behaviour is expertise (Rodan and Galunic 2004).…”

Section: Choose Bridge Team Members That Match the Bridging Functionmentioning

confidence: 99%

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Guidelines for Effective Bridging in Global Software Engineering

Milewski

Tremaine

Egan

et al. 2008

2008 IEEE International Conference on Global Software Engineering

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Globally distributed software engineering involves one or more of geographic, temporal or cultural distances, which empirical studies find have deleterious effects on the efficiency of the software engineering process. There have been some successful examples where one 'bridge' location has facilitated collaboration and coordination across the other locations. Managers might want to use this bridging as a tactic for future projects, even when future collaborations may be composed of very different participants and in different locations and contexts than current successfully bridged teams. However, group behaviour is complicated and establishing an effective bridge is neither a simple nor a straightforward step. We propose a set of guidelines, based on empirical findings, to help managers understand what to expect from the bridging tactic. These include cultural, organizational, individual and temporal factors as well as insights into the costs and benefits of bridging.

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“…They are now leveraging the accumulated expertise in managing work they send offshore [7]. Millewski et al [8] study the case of a team in an Irish subsidiary that gradually takes up an "information bridging" role between members of the team in the US and others in an Indian subsidiary. Both these studies focus on multinational companies.…”

Section: The Irish Bridgementioning

confidence: 99%