Tactical Approaches for Alleviating Distance in Global Software Development

By E. Carmel, Ritu Agarwal. IEEE Software, 2001

810 citations recorded by the source corpus.

Subfields: Computer Science Applications, Information Systems, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ab3e2e48502bbb167803bccb64d4082ac33bc614

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Citations in the corpus

Innovating or Doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration (2008, background): “For example, it has been argued that differences in national culture are among the key challenges to offshore collaboration (Carmel and Agarwal 2001; Carmel and Tjia 2005; Cusumano 2006; Cramton and Hinds 2007; Dibbern et al. 2007).”
Explaining Variations in Client Extra Costs Between Software Projects Offshored to India (2008, background): “Thus, taken together, they may be referred to as different categories of offshore-specific client-vendor distance mea surers (Carmel and Agarwal 2001; Gopal et al. 2003; Heeks et al. 2001; Kliem 2004; Krishna et al. 2004; Nicholson and Sahay 2001).”
Implications of space and time for distributed work: an interpretive study of US–Norwegian systems development teams (2004, background): “Further, consistent with Woolgar’s views, we found that most studies in this area have been based on normative expectations driven by prior theory (e.g. Montoya-Weiss et al., 2001; Sarker et al., 2001) rather than on the actual conduct of work (e.g. Barley and Kunda, 2001).”
Virtual teams: a review of current literature and directions for future research (2004, background): “As a consequence, a growing number of organizations are implementing them or plan to implement them in the near future (Lipnack & Stamps, 1997; McDonough et al., 2001) and their use is expected to continue to grow (Carmel & Agarwal, 2001; McDonough et al., 2001).”
Global software development (2009, neutral): “With no face-to-face communication, it was very difficult to create a feeling of ‘teamness’ and to establish trust.(4) Interestingly, while it was generally accepted that it was essential that developers should travel to meet each other to establish trust and a sense of teamness, in all cases travel”
The impact of agile practices on communication in software development (2008, background): “Carmel and Agarwal (2001) define the communication as a mediating factor which effects both the coordination and control activities in software development projects.”
Information systems outsourcing: a survey and analysis of the literature (2004, methodology): “Unlike Cross (1995) and Huber (1993), data in Clark et al.”
Global Software Engineering: The Future of Socio-technical Coordination (2007, background): “Carmel and Agarwal [11] advocate several ways of reducing the intensity of needed interactions among sites, and for reducing cultural and temporal distance between sites.”
Empirical evidence in global software engineering: a systematic review (2010, background): “Many of these companies lack the experience and expertise needed and thus managers are experimenting and quickly adjusting their tactical approaches (Carmel and Agarwal 2001).”
Outsourcing to an Unknown Workforce: Exploring Opensourcing as a Global Sourcing Strategy (2008, background): “Similar to outsourcing, and particularly offshore sourcing, the OSS development model promises many advantages, including reduced salary costs; reduced cycle time arising from “follow-the-sun” software development; cross-site modularization of development work; access to a larger skilled developer p”