Coordinating Expertise in Software Development Teams

By Samer Faraj, Lee S. Sproull. 2000

1,798 citations recorded by the source corpus.

Subfields: Communication, Information Systems, Social Psychology

View Paper: https://www.semanticscholar.org/paper/565fe98f095feab6e1fd2d9d6d472e2eaa49645b

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Citations in the corpus

Offshore information systems project success: the role of social embeddedness and cultural characteristics (2009, background): “Offshore IS projects require that teams effectively collaborate to integrate specialized and tacit knowledge distributed across firm and cultural boundaries (Faraj and Sproull 2000; Guinan et al. 1998; Kirsch 1997; Koh et al. 2004; Nicholson and Sahay 2004).”
50th Anniversary Article: The Evolution of Research on Information Systems: A Fiftieth-Year Survey of the Literature in Management Science (2004, neutral): “Faraj and Sproull (2000) explored how”
Leadership Style and Team Processes in Self-Managed Teams (2008, methodology): “Transactive memory was measured using three items adopted from Faraj and Sproull (1998) and used by Yoo and Kanawattanachai (2001).”
Measuring transactive memory systems in the field: scale development and validation. (2003, methodology): “Some noteworthy features of the Faraj and Sproull (2000) and”
The Influence of Relationship Conflict and Trust on the Transactive Memory (2005, background): “Team members can also enhance their individual memory stores by focusing only on information related to their individual areas of expertise (Faraj & Sproull, 2000; Wegner, 1987).”
Improvisation and Innovative Performance in Teams (2005, background): “Expertise encompasses the specialized skills and knowledge that individuals bring to the team’s task ( Faraj and Sproull 2000 ) and is defined as domain-relevant and task-related skills that depend on innate cognitive abilities, innate perceptual skills, experience, and formal and informal education”
Formative versus Reflective Indicators in Organizational Measure Development: A Comparison and Empirical Illustration (2006, neutral): “Both intra- and interorganizational coordination have been of interest to management academicians and practitioners for decades (e.g. Al-Dosary and Garba, 1998; Cheng, 1984; Faraj and Sproull, 2000; Grandori, 1997; Gittell, 2002; Harris and Raviv, 2002; Montoya-Weiss, Massey and Song, 2001; Sahin an”
Teamwork and associated psychological factors: A review (2006, background): “Faraj & Sproull (2000) High tech/ software Project teams Cross-sectional/ 88% 100,000/USA Expertise coordination in teams significantly positively associated with team performance Attitudes 23.”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, background): “Field studies also show that TMSs help organizational workgroups perform well, suggesting that TMSs may provide benefits across a variety of group contexts (Austin, 2003; Faraj & Sproull, 2000; Lewis, 2003, 2004).”
Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work Together (2005, background): “Teams composed of individuals who have experience working together have a more accurate and shared sense of who knows what on the team (Faraj and Sproull 2000; Larson et al. 1996; Lewis 2003; Moreland et al. 1996; Wegner 1986, 1995).”
Familiarity, Complexity, and Team Performance in Geographically Distributed Software Development (2007, background): “The beneficial effects of team familiarity have been found in flight simulation (Kanki and Foushee 1989), medical (Reagans et al. 2005), software (Crowston and Kammerer 1998, Faraj and Sproull 2000 ), and various experimental tasks (Gruenfeld et al. 1996, Littlepage et al. 1997), and in transactive”
Unpacking Team Familiarity: The Effects of Geographic Location and Hierarchical Role (2012, background): “As teams design solutions, write software code to meet speci-ﬁcations, and then test and implement the solutions, they have to manage the coordination of team activities as well as coordination with customer actions and systems (Faraj and Sproull 2000, Stewart 2003).”
Emergent leadership in virtual teams: what do emergent leaders do? (2004, methodology): “Furthermore, building upon behavioral leadership theories discussed in the previous section, task-oriented messages were further classified into logistical coordination and expertise coordination, following Faraj and Sproull (2000).”