The need for trust relationships to enable successful virtual team collaboration in software outsourcing

Siakas, Kerstin V.; Siakas, Errikos

doi:10.1504/ijtpm.2008.016181

Cited by 25 publications

(14 citation statements)

References 45 publications

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“…It is particularly important for key members to understand the business processes and organizational needs because an IHIS can transform the way of doing business. Moreover, communication, problem solving, and decision-making are important capabilities for members to implement software projects effectively [Siakas and Siakas, 2008]. The presence of these capable key members throughout the project can increase the success rate of implementation.…”

Section: Capability Of Key Membersmentioning

confidence: 99%

Critical Success Factors for the Implementation of Integrated Healthcare Information Systems Projects: An Organizational Fit Perspective

Hung

Chen²,

Wang

2014

CAIS

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Many healthcare reforms are to digitalize and integrate healthcare information systems. However, the disparity of business benefits in having an integrated healthcare information system (IHIS) varies with organizational fit factors. Critical success factors (CSFs) exist for hospitals to implement an IHIS successfully. This study investigated the relationship between the organizational fit and the system success. In addition, we examined the moderating effect of five CSFs-information systems adjustment, business process adjustment, organizational resistance, top management support, and the capability of key team membersin an IHIS implementation. Fifty-three hospitals that have successfully undertaken IHIS projects participated in this study. We used regression analysis to assess the relationships. The findings of this study provide a roadmap for hospitals to capitalize on the organizational fit and the five critical success factors in order to implement successful IHIS projects.

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Section: Capability Of Key Membersmentioning

confidence: 99%

Critical Success Factors for the Implementation of Integrated Healthcare Information Systems Projects: An Organizational Fit Perspective

Hung

Chen²,

Wang

2014

CAIS

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“…However, virtual teams are often assembled from different organizations via outsourcing, or through joint ventures crossing organizational boundaries (Martins et al, 2004;Zigurs, 2003). A virtual team perspective on collaboration has also been adopted for software development with offshore outsourcing (Persson, 2010;Siakas & Siakas, 2008). Offshore outsourcing involves cross-organizational transactions by the use of external agents to perform one or more organizational activities (Dibbern et al, 2004) crossing national borders.…”

Section: Cultural Diversity and Offshoring In Software Developmentmentioning

confidence: 99%

“…This can apply to everything from the use of contract programmers to third-party facilities management. Offshore outsourcing arrangements can include a virtual team setting, pursuing high levels of interdependency and integration, while other arrangements go in opposite directions pursuing high levels of independence (Dibbern et al, 2004;Kaiser & Hawk, 2004;Siakas & Siakas, 2008). The participants in offshore software development may not share language, traditions, or organizational culture, which makes knowledge sharing very difficult.…”

Section: Cultural Diversity and Offshoring In Software Developmentmentioning

confidence: 99%

The Cross-Cultural Knowledge Sharing Challenge: An Investigation of the Co-location Strategy in Software Development Offshoring

Persson

2013

Grand Successes and Failures in IT. Public and Private Sectors

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Abstract. Cross-cultural offshoring in software development challenges effective knowledge sharing. While research has suggested temporarily co-locating participants to address this challenge, few studies are available on what knowledge sharing practices emerge over time when co-locating cross-cultural software developers. This paper presents a longitudinal case study of an offshoring project with co-location of Indian and Danish software developers for 10½ months. A community-of-practice (CoP) analysis is offered of what knowledge sharing practices emerge over time and how these where facilitated. The study supports previous studies' suggestion of co-location in offshoring for helping cross-cultural knowledge sharing. However, the short initial period of co-location suggested in these studies, was insufficient for achieving knowledge sharing practices indicating a CoP. In conjunction with a longer period of colocation four facilitators of cross-cultural knowledge sharing were shared office, shared responsibility for tasks and problems, shared prioritization of team spirit, and a champion of social integration.

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“…Social computing and CoPs develop spontaneity for solving professional daily problems and can, to some degree, substitute informal discussions of co‐located teams. Subsequently, this kind of social networking is an important source for building trust, creating reciprocal esteem, as well as for developing a feeling of identity and group‐belonging 31, 33. If the relationships and social rules are based more on professional than on personal or affective factors, the social networking can constitute an important, yet often unrecognized, supplement to the value that individual members of a community obtain in the form of enriched learning and a higher motivation to transfer what they learn and in this sense even substitute formal teaching programmes 25.…”

Section: Utilising Km For Improving the Effectiveness Of Virtual Tmentioning

confidence: 99%

KASL‐II: a dynamic four‐loop model for knowledge sharing and learning

Georgiadou

Siakas

2010

J Software Evolu Process

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SUMMARY Knowledge sharing is by far the most important component of a knowledge management programme. Organizations strive to gain competitive advantage through efficiencies. When organizations realize that organizational knowledge is by far the most valuable resource, they need to find ways for efficient and effective knowledge sharing. We explore the barriers to knowledge sharing especially in virtual and multicultural teams. In particular, we unfold the human and cultural challenges that can create added competitive value for virtual and networked organizations. We conclude that the ideal environment and working practices will be to change the mindset and behaviour of team members so that instead of perceiving knowledge sharing as an extra task for the team members, isolated from the knowledge of other team members, it (knowledge sharing) becomes the natural way to work for everyone. Finally, we propose the dynamic knowledge acquisition and sharing lifecycle (KASL‐II) model for aiding the knowledge sharing process by showing the stages of translating an organization's mission and goals into objectives, and how decisions and actions operate for materialising these objectives. Copyright © 2010 John Wiley & Sons, Ltd.

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The need for trust relationships to enable successful virtual team collaboration in software outsourcing

Cited by 25 publications

References 45 publications

Critical Success Factors for the Implementation of Integrated Healthcare Information Systems Projects: An Organizational Fit Perspective

Critical Success Factors for the Implementation of Integrated Healthcare Information Systems Projects: An Organizational Fit Perspective

The Cross-Cultural Knowledge Sharing Challenge: An Investigation of the Co-location Strategy in Software Development Offshoring

KASL‐II: a dynamic four‐loop model for knowledge sharing and learning

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