scispace - formally typeset
Open AccessJournal ArticleDOI

Development of a team measure for tacit knowledge in software development teams

Sharon Ryan, +1 more
- 01 Feb 2009 - 
- Vol. 82, Iss: 2, pp 229-240
TLDR
The relationships between tacit knowledge, explicit job knowledge and social interaction and their effect on team performance as measured by efficiency and effectiveness are explored and the TTKM is developed.
About: 
This article is published in Journal of Systems and Software.The article was published on 2009-02-01 and is currently open access. It has received 108 citations till now. The article focuses on the topics: Team software process & Personal software process.

read more

Figures
Citations
More filters
Book

The knowledge-creating company

郁次郎 野中
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Journal ArticleDOI

Teamwork quality and project success in software development

Yngve Lindsjørn, +4 more
- 01 Dec 2016 - 
TL;DR: The effect of teamwork quality on team performance, learning and work satisfaction in agile software teams, and whether this effect differs from that of traditional software teams was found to be only marginally greater for the agile teams than for the traditional teams.
Journal ArticleDOI

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

Sharon Ryan, +1 more
- 01 Sep 2013 - 
TL;DR: 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.
Journal ArticleDOI

Competence gaps in software personnel: A multi-organizational study

Ricardo Colomo-Palacios, +4 more
- 01 Mar 2013 - 
TL;DR: A study conducted in the software industry to test competence gaps among software practitioners, comparing the 360-degree feedback results and self-evaluations with that of standard competence levels is presented.
Journal ArticleDOI

An examination of personality traits and how they impact on software development teams

Murat Yilmaz, +3 more
- 01 Jun 2017 - 
TL;DR: This study indicates that software practitioners become more extroverted, and empirical results show that extroversion trait was more predominant than previously suggested in the literature, which was especially more observable among agile software development teams.
References
More filters
Book

Research Design: Qualitative, Quantitative, and Mixed Methods Approaches

John W. Creswell
TL;DR: The eagerly anticipated fourth edition of the title that pioneered the comparison of qualitative, quantitative, and mixed methods research design, John W, Creswell as discussed by the authors, includes a preliminary consideration of philosophical assumptions, a review of the literature, an assessment of the use of theory in research approaches, and reflections about the importance writing and ethics in scholarly inquiry.
Journal ArticleDOI

Research design: qualitative, quantitative, and mixed methods approaches

Miguel P. Caldas
TL;DR: In this article, a nova edicao do conhecido livro sobre metodologia de pesquisa de Creswell is presented, e uma obra excelente de referencia for cursos introdutorios de metodology-de-pisa em programas de pos-graduacao.
Book

The Knowledge Creating Company

Ikujiro Nonaka
TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.
Book

The Tacit Dimension

Michael Polanyi
TL;DR: The Tacit Dimension, originally published in 1967, argues that such tacit knowledge - tradition, inherited practices, implied values, and prejudgments - is a crucial part of scientific knowledge.

Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp.

RM Grant
TL;DR: The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members, which has implications for the basis of organizational capability, the principles of organization design, and the determinants of the horizontal and vertical boundaries of the firm.
Frequently Asked Questions (15)
Q1. What are the contributions in "Development of a team measure for tacit knowledge in software development teams" ?

In this paper the authors operationally define and measure tacit knowledge at the team level in the software development domain. In developing the TTKM the authors explored the relationships between tacit knowledge, explicit job knowledge and social interaction and their effect on team performance as measured by efficiency and effectiveness. In addition the authors assess the implications for managing software development teams and increasing team performance through social interaction. 

Finally, the technique to develop the TTKM may be used to measure team-level tacit knowledge in any domain not just software development expanding the possibilities for uncovering and comparing similarities and differences in team-level tacit knowledge. 

The development of a team-level definition for tacit knowledge should reflect the social cognitive process which gives rise to shared mental models using groups or teams of people as the unit of analysis, where individual scores on cognitive measures are aggregated. 

it appears that tacit knowledge only contributes partly to competitiveness since effectiveness refers to the achievement of project goals and not budget and schedule. 

The implications for software development teams are that processes and methods that may encourage interaction, may also lead directly and indirectly to an increase in the tacit knowledge base. 

Generalisation to others in the domain was established using test-retest reliabilities for repeated administration of the test across individuals. 

Given that the obtained team-level reliability falls within the range for other situational judgement tests and for those reliabilities obtained on previous measures of tacit knowledge then the authors consider the internal consistency of the team-level score to be acceptable. 

Team performance on software development projects is dependent on many different and interacting factors like effective plans, good communication, clear goals etc. 

Thirteen experienced project managers in the software development field from seven different organisations in Ireland (N=6) and the UK (N=1) were chosen as experts. 

Tacit knowledge may be shared in a number of ways, including mentoring and apprenticeships, but usually involves social interaction. 

Knowledge sharing is therefore a key process in developing software, and since expert knowledge is tacit, the acquisition and transmission of tacit knowledge is significant in the development process. 

Using Messick’s (1995) unified validity framework, it was found that the TTKM was a reasonably internally valid and reliable measure of tacit knowledge at the team-level, but not at the individual level, though more studies would be needed to further test the reliability and expand the validity to other populations. 

team tacit knowledge and the coordination of specialised knowledge within teams are significant factors in effective performance for software development teams. 

The process of developing a tacit knowledge inventory in this way begins by eliciting experienced-based tacit knowledge from successful practitioners in a particular domain and finishing with a validated and revised instrument. 

In order to develop a team measure for tacit knowledge regarding the factors that influence team performance on successful software projects, a ‘supplied’ or ‘standardized’ grid (Fransella et al., 2004) was developed based on the 27 themes.