The impact of value diversity on information system development projects

Liang, Ting‐Peng; Wu, Jason Chia-Hsien; Jiang, James J.; Klein, Gary

doi:10.1016/j.ijproman.2011.11.006

Cited by 41 publications

(35 citation statements)

References 78 publications

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“…Following Hoegl and Gemuenden [2], communication can be measured using the 5-item scale of Liang, Wu, Jian and Klein [3]. Questions included focus on the frequency of the communication, its spontaneity, team member satisfaction of the timeliness of the information they received, its precision and its usefulness.…”

Section: Methodsmentioning

confidence: 99%

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Towards high performance software teamwork

Weimar

Nugroho

Visser³

et al. 2013

Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering

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Context: Research indicates that software quality, to a large extent, depends on cooperation within software teams [1]. Since software development is a creative process that involves human interaction in the context of a team, it is important to understand the teamwork factors that influence performance.Objective: We present a study design in which we aim to examine the factors within software development teams that have significant influence on the performance of the team. We propose to consider factors such as communication, coordination of expertise, cohesion, trust, cooperation, and value diversity. The study investigates whether and to which extent these factors correlate with a performance of the team. In order to capture a variety of relevant teamwork factors, we created a new model extending the work of Hoegl and Gemuenden [2] and Liang et al. [3]. Method:The study is based on quantitative research by means of an online questionnaire. We invited more than 20 software development teams in the Netherlands to participate in our team performance assessment, evaluating the teamwork and performance of the team. Based on an average team size of five people, one would therefore expect at least 100 participants in total. Also, product stakeholders will be asked to give their independent assessments of the performance of the team.Expected result: By analyzing the correlation between teamwork factors and team performance, we expect to gain a deeper understanding of how teamwork factors influence team performance. We also expect to validate the implemented extensions of teamwork model with respect to earlier work.

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Section: Methodsmentioning

confidence: 99%

“…The study investigates whether and to which extent these factors correlate with a performance of the team. In order to capture a variety of relevant teamwork factors, we created a new model extending the work of Hoegl and Gemuenden [2] and Liang et al [3]. …”

mentioning

confidence: 99%

Towards high performance software teamwork

Weimar

Nugroho

Visser³

et al. 2013

Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering

View full text Add to dashboard Cite

show abstract

“…The results indicate that they are competent (55.9%) or highly competent (35%) in this regard. Liang et al (2012) confirm that diversity can lead '... to both desirable task conflict as well as undesirable relationship conflict'. Thus, IT project managers must consider placing team members with diverse value perspectives on the team to contribute to task accomplishment and be prepared to control resulting relationship conflict that may arise.…”

Section: Professionalismmentioning

confidence: 82%

Information technology project managers’ competencies: An analysis of performance and personal competencies

Marnewick¹,

Erasmus²,

Joseph³

2016

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“…In general, each source is modelled by a number of features, such as age, gender, salary, work position or role within the organisation. For example, in [30,31], the authors presented two models to measure the impact of diversity when establishing a group of people for the purpose of developing information system projects. Naturally, factors other than diversity are also considered when establishing a work group, like potential conflicts of interests, difficulties in personal relationships, communication between members or expected contributions by each member.…”

Section: Related Workmentioning

confidence: 99%

Trustworthy placements: Improving quality and resilience in collaborative attack detection

et al. 2014

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In distributed and collaborative attack detection systems decisions are made on the basis of the events reported by many sensors, e.g., Intrusion Detection Systems placed across various network locations. In some cases such events originate at locations over which we have little control, for example because they belong to an organisation that shares information with us. Blindly accepting such reports as real encompasses several risks, as sensors might be dishonest, unreliable or simply compromised. In these situations trust plays an important role in deciding whether alerts should be believed or not. In this work we present an approach to maximise the quality of the information gathered in such systems and the resilience against dishonest behaviours. We introduce the notion of trust diversity amongst sensors and argue that detection configurations with such a property perform much better in many respects. Using reputation as a proxy for trust, we introduce an adaptive scheme to dynamically reconfigure the network of detection sensors. Experiments confirm an overall increase both in detection quality and resilience against compromise and misbehaviour.

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The impact of value diversity on information system development projects

Cited by 41 publications

References 78 publications

Towards high performance software teamwork

Towards high performance software teamwork

Information technology project managers’ competencies: An analysis of performance and personal competencies

Trustworthy placements: Improving quality and resilience in collaborative attack detection

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