Paul C. van Fenema

Knowledge transfer in globally distributed teams: the role of transactive memory

This paper explores the role of transactive memory in enabling knowledge transfer between globally distributed teams. While the information systems literature has recently acknowledged the role transactive memory plays in improving knowledge processes and performance in colocated teams, little is known about its contribution to distributed teams. To contribute to filling this gap, knowledge‐transfer challenges and processes between onsite and offshore teams were studied at TATA Consultancy Services. In particular, the paper describes the transfer of knowledge between onsite and offshore teams through encoding, storing and retrieving processes. An in‐depth case study of globally distributed software development projects was carried out, and a qualitative, interpretive approach was adopted. The analysis of the case suggests that in order to overcome differences derived from the local contexts of the onsite and offshore teams (e.g. different work routines, methodologies and skills), some specific mechanisms supporting the development of codified and personalized ‘directories’ were introduced. These include the standardization of templates and methodologies across the remote sites as well as frequent teleconferencing sessions and occasional short visits. These mechanisms contributed to the development of the notion of ‘who knows what’ across onsite and offshore teams despite the challenges associated with globally distributed teams, and supported the transfer of knowledge between onsite and offshore teams. The paper concludes by offering theoretical and practical implications.

Developing a knowledge-based perspective on coordination: The case of global software projects

We have attempted to bring together two areas which are challenging for both IS research and practice: forms of coordination and management of knowledge in the context of global, virtual software development projects. We developed a more comprehensive, knowledge-based model of how coordination can be achieved, andillustrated the heuristic and explanatory power of the model when applied to global software projects experiencing different degrees of success. We first reviewed the literature on coordination and determined what is known about coordination of knowledge in global software projects. From this we developed a new, distinctive knowledge-based model of coordination, which was then employed to analyze two case studies of global software projects, at SAP and Baan, to illustrate the utility of the model.

Knowledge processes in globally distributed contexts

As work has increasingly become knowledge intensive and globalized, organizations and networks face novel challenges concerning the management of globally distributed work. This book seeks to address one particular challenge, namely, the management of knowledge processes of global knowledge workers. This book provides frameworks and tools that enable the reader to consider how to develop, coordinate, and manage knowledge processes in order to create synergetic value in globally distributed contexts. This book is a must-read for any academic, student or practitioner concerned with managing knowledge processes in globally distributed organizations and networks.

Expertise management in a distributed context: The case of offshore information technology outsourcing

The offshore outsourcing of information technologies (IT) started in the 1990s, following the outsourcing trend in manufacturing industries. In particular, the recent trend has been characterized by offshoring of various IT processes and services to external contractors at offshore locations. Indeed, low labour costs combined with the search for skilled workforces have promoted a shift in strategic IS development toward considering outsourcing to offshore locations. In doing so, firms have set up development centers in India and Israel and have more recently considered the Philippines, China, and other countries. In recent years, the scale of outsourcing projects has increased significantly as the considerations involved in outsourcing to offshore locations have been extended from simple and repetitive tasks and processes to those that involve strategic and knowledge-intensive activities (Quinn, 2000), such as the development and implementation of strategic IT systems.

Information technology for personal, impersonal, and automated e-coordination modes

Coordination can be defined as the process of achieving concerted action (Thompson, 1967) in situations of task dependence (Crowston, 1997). Electronic coordination (further referred to as e-coordination) refers to the situations when a coordination process relies on electronic media and Information Technology (IT). Electronic media and IT play an indispensable role in advanced societies as (partial) substitutes for human coordination practices and thereby they enable the global knowledge-based workplace (Majchrzak et al., 2000; Argyres, 1999; Ciborra et al., 1996b). Knowledge workers depend on advanced technologies for coordinating work processes with colleagues, clients, and vendors. Advanced technologies for collaboration (e.g. web-based project management software and Groupware), coordination (e.g. CATIA product development software), simulation, and visualization (collaborative CAD/CAM software products) reinforce multiple categories of knowledge processes (see Chapter 4). However, these new technologies — designed and used for coordination processes — usually result in a complex mixture of positive and negative impacts on individual lives, organizations, and society (Zuboff, 1988).

Expertise Management in a Distributed Context

This paper explores the management of expertise in offshore outsourcing projects. While the study of expertise development and coordination gained some attention in recent years, much of this research has been on co-located teams. Little is known about the way expertise is managed in distributed contexts and the challenges distributed teams face when attempting to develop and share expertise. To address this gap this paper discusses the notion of expertise management and concludes that it consists of three key processes; namely, development, coordination, and integration. To illustrate the challenges involved in expertise management processes, an in-depth case study of an ABN AMRO — TCS outsourcing project is outlined. In this case study onsite and offshore teams developed, coordinated, and integrated expertise despite geographical distance, time-zone differences, and different local contexts. Evidence from this case suggests that this outsourcing project jointly developed expertise while coordinating and integrating expertise in a distributed manner. Finally, conclusions are made and implications for research are discussed.

Bridging gaps in globally dispersed collaboration: Developing knowledge bases

Globally distributed collaboration and virtual teams are becoming increasingly common in areas such as aerospace (Malhotra et al., 2001) and software development (Carmel, 1999). There are a number of economic and technical trends that accelerate the growth of globally distributed projects and the creation of distributed or virtual teams. For economic and financial considerations, many companies are switching to offshore outsourcing of products and services. For instance, in the software and electronics industries offshore outsourcing of development (for software) and manufacturing (for electronics) is very common. Outsourcing of services such as call centers to English-speaking developing countries is becoming increasingly popular. On the technological side, ongoing innovations in information and communication technologies make it possible to cooperate in a distributed mode.