Shahla Ghobadi

Knowledge sharing in cross‐functional teams: a coopetitive model

Purpose – This study aims to present a model that can be used for predicting effective knowledge sharing behaviors in cross‐functional project teams.Design/methodology/approach – Drawn from the extant literature, a coopetitive model of knowledge sharing is postulated. Data from 115 project managers are used to test the proposed model, using partial least squares (PLS).Findings – The findings confirm the applicability and predictive power of the proposed model. Three dimensions of cross‐functional cooperation (cooperative task orientation, cooperative communication, and cooperative interpersonal relationships) were proved to directly drive effective knowledge sharing behaviors. The results show that competition affects effective knowledge sharing behaviors through influencing cooperative behaviors. In addition, this study shows that different dimensions of competition generate mixed impacts. Competition for tangible resources was found to positively affect cooperative communication of individuals, whereas ...

What drives knowledge sharing in software development teams: A literature review and classification framework

Although scholars have long studied knowledge sharing drivers within software development teams, our knowledge remains fragmented by the divergent efforts that are based on and contribute to theoretical perspectives. This study provides a review of the extant literature (1993?2011) on knowledge sharing drivers in software teams and establishes a classification framework using an organizational change perspective. A synthesis of the literature uncovers diverse themes and gaps in the existing body of knowledge, suggests several paths for advancing theory on knowledge sharing in software development contexts, and discusses implications for practitioners concerned with knowledge sharing in software development.

Modeling High-Quality Knowledge Sharing in cross-functional software development teams

We present and empirically validate a Coopetitive Model of Knowledge Sharing that helps understand the forces underlying High-Quality Knowledge Sharing in multiparty software development teams. More specifically, we integrate the Coopetitive Model of Knowledge Sharing and Social Interdependence Theory to explain the forces behind High-Quality Knowledge Sharing in cross-functional software development teams. Based on the analysis of data collected from 115 software development project managers, we explore the mechanisms through which simultaneous cooperative and competitive behaviors drive High-Quality Knowledge Sharing among cross-functional team members. We also show how multiple interdependencies that are simultaneously set in motion engender cooperative and competitive behaviors. This study is the first study that encompasses both the antecedents of simultaneous cooperative and behaviors and the mechanisms through which simultaneous cooperation and competition influence knowledge sharing behaviors. The model adds to the emerging contingency perspective pertaining to the study of cooperation and competition in system development teams.

Perceived barriers to effective knowledge sharing in agile software teams

While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in‐depth multi‐case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge‐sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge‐sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally.

Coopetitive relationships in cross-functional software development teams: How to model and measure?

Understanding simultaneous cooperative and competitive (coopetitive) dynamics in cross-functional software development teams is fundamental to the success of software development process. The recent coopetition research is, however, hampered by a lack of conceptual focus, and the corresponding inconsistent treatment of the constructs associated with cross-functional coopetitive relationships. This study conceptualizes and operationalizes the multi-dimensional construct of cross-functional coopetition, and then presents an instrument for measuring this construct. Cross-functional coopetition is conceptualized with 5 distinct and independent constructs; 3 of them are related to cross-functional cooperation, and 2 are associated with cross-functional competition. The data collected from 115 software development project managers in Australia confirms the applicability of the constructs and their measures. This study contributes to the extant literature by providing a consensus on the conceptualization of cross-functional coopetitive behaviors, particularly in multi-party software development teams. The conceptual basis for cross-functional coopetition and its instrument will aid researchers and project managers interested in understanding coopetition in cross-functional collaborative contexts. Research and practical implications are discussed.

How access gaps interact and shape digital divide: a cognitive investigation

Inequalities in the access to and use of information and communication technologies (ICT) have become an important area of concern for over a decade. Yet, theoretical attempts to understand the dynamics behind shaping these inequalities are scarce. This study draws upon the extent literature on digital divide and explains how the four different access gaps (motivational, material, skills, and usage) interact and contribute to digital divide. Revealed causal mapping (RCM) is utilised to analyse the data collected from eight same-gender focus groups in four primary schools located in Iran. The revealed causal map demonstrates the interaction and linkages between different access gaps. The findings provide a theoretical account of the dynamics behind shaping digital divide and generate insights into extending the concepts of access gaps. We establish a theoretical model that places an emphasis on the centrality of motivational-related factors such as ‘lack of interest in IT-related things’ and ‘lack of motivation to learn recent technology’ as well as skills-related factors such as ‘operating skills’, ‘anti-filtering skills’, and ‘lack of IT background’.

What drives knowledge sharing in software development teams

Although scholars have long studied knowledge sharing drivers within software development teams, our knowledge remains fragmented by the divergent efforts that are based on and contribute to theoretical perspectives. This study provides a review of the extant literature (1993?2011) on knowledge sharing drivers in software teams and establishes a classification framework using an organizational change perspective. A synthesis of the literature uncovers diverse themes and gaps in the existing body of knowledge, suggests several paths for advancing theory on knowledge sharing in software development contexts, and discusses implications for practitioners concerned with knowledge sharing in software development.

A conceptual model for managing incompatible impacts of organisational structures on awareness levels

Awareness levels of individuals about various aspects of the collaborative processes can be achieved by effective promotive interactions among them. Cultural structures are regarded as one of the major determinants of knowledge sharing patterns and awareness levels of individuals in collaborative contexts. Through an exploratory review of the literature, the present study points to the two rival organisational structures of cooperation and competition that coexist in any organisation in different intensities and mixtures. Finding a desirable mix of the above two structures is currently a challenging task and no explicit method exists for determining such an ideal mix. This study provides further theoretical insights into the analysis of incompatible impacts of several factors on the awareness levels of individuals in collaborative contexts. Drawn from the findings in the current body of literature, a conceptual model is developed. The proposed model relates cooperative and competitive structures, task dimensions, and group characteristics as potential factors that determine the awareness levels of individuals. The face validity of the proposed model is checked by employing an expert focus group. As a result, a number of enhancements and improvements to the model are proposed. Pragmatic aspects of the proposed model are then discussed and recommendations for future research are provided.

Risks to Effective Knowledge Sharing in Agile Software Teams: A Model for Assessing and Mitigating Risks‡

We present an empirically grounded and theoretically informed model for the assessment and mitigation of risks to effective knowledge sharing in agile development. The model is anchored in empirical insights from four agile projects across two software companies and in extant research on risk‐strategy analysis and knowledge sharing in software development. We develop the model as part of the long‐standing tradition of presenting risk management models dedicated to specific issues in software development and confirm its practical usefulness in one of the software companies studied. The model offers concepts and processes to assess a projects knowledge sharing risk profile and articulate an overall resolution strategy plan to mitigate the risks. The results highlight how different knowledge sharing risk management profiles can lead to different project performance outcomes. We conclude with a discussion of research opportunities that the results offer software development scholarship.

Pair programming teams and high-quality knowledge sharing: A comparative study of coopetitive reward structures

There has been a growing research interest in understanding knowledge sharing in agile development. Yet, empirical research that sheds light on its underlying practices, such as pair programming, is evolving. This study uses insights from coopetition and software literature to focus inquiry on the relation between coopetitive rewards and high-quality knowledge sharing in pair programming teams. Theoretical hypotheses are developed and validated, suggesting that: ‘coopetitive rewards influence high-quality knowledge sharing both directly and over time through their impact on the level of knowledge sharing satisfaction’, and, ‘the impact of coopetitive rewards on high-quality knowledge sharing is dependent upon task complexity and the history of working under similar reward structure’. This study generates new understanding related to the use of rewards in pair programming teams, and offers a rigorous and replicable seven-step experimental process for simulating coopetitive structures and investigating their role in pair programming and in similar collaborative contexts.