The Community for Technology Leaders
RSS Icon
Issue No.06 - November/December (2010 vol.27)
pp: 58-65
Alexander Boden , University of Siegen, Siegen
Bernhard Nett , University of Siegen, Siegen
Volker Wulf , University of Siegen, Siegen
Small to medium enterprises (SMEs) increasingly participate in offshore software development. Key competitive SME abilities include detecting market niches and deploying highly flexible software development approaches. Therefore, learning how offshoring affects such capabilities, which are closely related to organizational learning, is crucial. This article presents case studies from two German companies that engage in offshoring of software development. The authors highlight the different structures these companies have chosen for their development work and discuss how they enact those structures. They also discuss how related practices affect strategic and operational aspects of single- and double-loop learning. The case studies show that organizational learning may be a challenge for SMEs engaged in offshoring software development. Moreover, the inability to perform double-loop learning can even lead to failures during organizational restructuring.
management, software engineering, project and people management, management of computing and information systems, computing milieux, software development, offshoring, SME, software
Alexander Boden, Bernhard Nett, Volker Wulf, "Operational and Strategic Learning in Global Software Development", IEEE Software, vol.27, no. 6, pp. 58-65, November/December 2010, doi:10.1109/MS.2009.113
1. Analyse und Evaluation der Softwareentwicklung in Deutschland: Endbericht an das Bundesministerium für Bildung und Forschung [Analysis and Evaluation of Software Development in Germany: Final Report to the Federal Ministry of Education and Research], German Federal Ministry of Education and Research (BMBF), 2000;
2. M. Friedewald et al., "Softwareentwicklung in Deutschland: Eine Bestandsaufnahme" [Software Development in Germany: A Survey], Informatik Spektrum, vol. 24, no. 2, 2001, pp. 81–90 (in German).
3. W.J. Orlikowski, "Knowing in Practice: Enacting a Collective Capability in Distributed Organizing," Organization Science, vol. 13, no. 3, 2002, pp. 249–273.
4. C. Argyris, R. Putnam, and D.M. Smith, Action Science, Jossey-Bass, 1985.
5. B. Ramesh et al., "Can Distributed Software Development Be Agile?" Comm. ACM, vol. 49, no. 10, 2006, pp. 41–46.
6. P. Hinds and C. McGrath, "Structures That Work: Social Structure, Work Structure and Coordination Ease in Geographically Distributed Teams," Proc. 20th Anniversary Conf. Computer Supported Cooperative Work, ACM Press, 2006, pp. 343–352.
7. A.L. Strauss, Social Organization of Medical Work, Univ. of Chicago Press, 1985.
8. A. Boden, B. Nett, and V. Wulf, "Coordination Practices in Distributed Software Development of Small Enterprises," Proc. Int'l Conf. Global Software Eng. (ICGSE 07), IEEE CS Press, 2007, pp. 235–246.
9. A.L. Strauss and J.M. Corbin, Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 2nd ed., Sage Publications, 1998.
26 ms
(Ver 2.0)

Marketing Automation Platform Marketing Automation Tool