The Role of Face-to-Face Meetings in Technology-Supported Self-Organizing Distributed Teams

Crowston, Kevin; Howison, James; Masango, Chengetai; Eseryel, U. Yeliz

doi:10.1109/tpc.2007.902654

Cited by 47 publications

(33 citation statements)

References 45 publications

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“…In agile methods communication is the imparting or interchanging of thoughts, opinions, or information by speech, writing, or signs [53]. Communication is an essential component of all software development coordination and collaboration practices and processes, with face-to-face communication is found to be the most effective in software teams [54,55]. In support of this the Agile Manifesto calls for collaboration and social interaction, emphasises people over processes, working software over documentation, and adaptability to change more than following a fixed plan [56].…”

Section: Software Teams and Tacit Knowledge Sharingmentioning

confidence: 99%

Acquiring and sharing tacit knowledge in software development teams: An empirical study

Ryan¹,

O’Connor

2013

Information and Software Technology

123

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Context: Sharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams. Objective: We seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance? Method: A theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members. Results: Our results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams. Conclusion: It is concluded that TMS and team tacit knowledge can differentiate between low-and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.

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Section: Software Teams and Tacit Knowledge Sharingmentioning

confidence: 99%

Acquiring and sharing tacit knowledge in software development teams: An empirical study

Ryan¹,

O’Connor

2013

Information and Software Technology

123

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show abstract

“…Face-to-face communication is found to be the most effective among various channels of communication as it provides instant feedback and multiple cues like expression, emotions, and personal focus [7,8]. The knowledge acquired through face-to-face communication can be contained for only a limited time, after which it starts to diminish gradually.…”

Section: Introductionmentioning

confidence: 99%

Impact of physical ambiance on communication, collaboration and coordination in agile software development: An empirical evaluation

Mishra

Ostrovska

2012

Information and Software Technology

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“…The results of the study imply that SNS can be utilized by professional societies to complement traditional ways of sharing knowledge (F2F meetings). Traditional F2F meetings, as indicated in the literature, still offer several benefits, such as building trust and reputation, building strong relationships, verifying identity better confidentiality and sharing tacit knowledge (Crowston, 2007;Rhoads, 2010;Salis and Williams, 2010). However, F2F meetings are limited due to location, time and meetings' time management and organization (Graefe and Armstrong, 2011;Rhoads, 2010).…”

Section: Authormentioning

confidence: 99%

Barriers and benefits of using social networking sites versus face-to-face meetings for sharing knowledge in professional societies

Al‐Busaidi

Ragsdell

Dawson

2017

IJBIS

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The Role of Face-to-Face Meetings in Technology-Supported Self-Organizing Distributed Teams

Cited by 47 publications

References 45 publications

Acquiring and sharing tacit knowledge in software development teams: An empirical study

Acquiring and sharing tacit knowledge in software development teams: An empirical study

Impact of physical ambiance on communication, collaboration and coordination in agile software development: An empirical evaluation

Barriers and benefits of using social networking sites versus face-to-face meetings for sharing knowledge in professional societies

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