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- Ó Conchúir, Eoin, et al.
(författare)
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Benefits of global software development : Exploring the unexplored
- 2009
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Ingår i: Software Process. - New York, NY, USA : John Wiley & Sons. - 1077-4866 .- 1099-1670. ; 14:4, s. 201-212
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Tidskriftsartikel (refereegranskat)abstract
- Organizations are increasingly moving to the global software development (GSD) model because of significant benefits that can accrue. However, GSD is fraught with challenges arising from geographical, temporal and socio-cultural distances. The emphasis in the literature to date has typically been on how to overcome the challenges associated with GSD. While a number of GSD benefits have been widely referred to in the literature, there are also a number of less obvious benefits that can be inferred as potentially accruing from GSD. In this article, we identify the various benefits of GSD, labeling them as ‘referred’ and ‘inferred’, respectively. We provide a categorization in terms of (a) organizational, (b) team and (c) process-task. While the ‘referred’ benefits most often apply at the organizational level (e.g. cost savings, access to large multi-skilled workforces, reduced time to market and proximity to customer), the ‘inferred’ benefits apply to a greater extent at team and process-task level (e.g. task modularization, team autonomy, improved documentation and clearly defined processes). In the decision of whether or not to globalize software development activities, a categorization including both ‘referred’ and ‘inferred’ benefits will be helpful in providing a synthesis of all potential benefits associated with GSD.
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- Olsson Holmström, Helena, 1975, et al.
(författare)
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Two-Stage Offshoring : An Investigation of the Irish Bridge
- 2008
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Ingår i: Management Information Systems Quarterly. - 0276-7783 .- 2162-9730. ; 32:2, s. 257-279
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Tidskriftsartikel (refereegranskat)abstract
- This paper investigates two-stage offshoring as experienced by the Irish sites of two large global companies, headquartered in the United States, with significant software development operations. As part of these companies, the Irish sites act as a bridge in their offshoring arrangements: While the United States sites offshore work to Ireland, the Irish sites offshore work further to India and, hence, have experience of being both customer and vendor in two-stage offshore sourcing relationships. Using a framework derived from relational exchange theory (RET), we conducted multiple case study research to investigate and develop an initial theoretical model of the implementation of this two-stage offshoring bridge model. Our study shows that while both companies act as bridges in two-stage offshoring arrangements, their approaches differ in relation to (1) team integration, (2) organizational level implementation, and (3) site hierarchy. Although, there are opportunities afforded by the bridge model at present, the extent to which these opportunities will be viable into the future is open to question. As revealed in our study, temporal location seems to favor a bridge location such as Ireland, certainly with United States–Asian partners. However, location alone will not be enough to maintain position in future two-stage offshoring arrangements. Furthermore, our research supports the view that offshoring tends to progress through a staged sequence of progressively lower cost destinations. Such a development suggests that two-stage offshoring, as described in this paper, will eventually become what we would term multi-stage offshoring.
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- Ågerfalk, Pär, et al.
(författare)
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Benefits of Global Software Development : The Known and Unknown
- 2008
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Ingår i: Making Globally Distributed Software Development a Success Story. - Berlin, Heidelberg : Springer Berlin Heidelberg. - 9783540795872 ; , s. 1-9
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Organizations are increasingly moving to the global software development (GSD) model because of significant benefits that can accrue. However, GSD is fraught with difficulties arising from geographical, temporal and socio-cultural distances. The emphasis in the literature to date has typically been on how to overcome these significant challenges associated with GSD. While a number of GSD benefits have been identified in the literature, there are also a number of less obvious, what we term ’unknown,’ potential benefits that can accrue from GSD. Here we synthesize and integrate an overall set of potential GSD benefits and categorize them according to the organizational, team and process level to which they are most applicable. The ’unknown’ includes organization benefits, such as improved resource allocation, team benefits, such as reduced coordination cost and improved team autonomy, and process benefits, such as improved documentation and clearly defined processes.
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