Browse DORAS
Browse Theses
Search
Latest Additions
Creative Commons License
Except where otherwise noted, content on this site is licensed for use under a:

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

Ryan, Sharon M. and O'Connor, Rory (2013) Acquiring and sharing tacit knowledge in software development teams: An empirical study. Information and Software Technology, 55 (9). pp. 1614-1624. ISSN 0950-5849

Full text available as:

[img]
Preview
PDF - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
449Kb

Abstract

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.

Item Type:Article (Published)
Refereed:Yes
Uncontrolled Keywords:Tacit knowledge; Transactive memory; Social interaction; Agile teams; Team performance
Subjects:Business > Personnel management
Social Sciences > Social psychology
Business > Knowledge management
Computer Science > Software engineering
DCU Faculties and Centres:DCU Faculties and Schools > Faculty of Engineering and Computing > School of Computing
Publisher:Elsevier
Official URL:http://www.sciencedirect.com/science/article/pii/S0950584913000591
Copyright Information:© 2013 Elsevier
Use License:This item is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 3.0 License. View License
ID Code:18635
Deposited On:12 Jul 2013 13:53 by Rory O'Connor. Last Modified 20 Oct 2016 12:25

Download statistics

Archive Staff Only: edit this record