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The Effectiveness of Knowledge Transfer Portfolios in Software Process Improvement: A Field Study

Author

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  • Sandra A. Slaughter

    (David A. Tepper School of Business, Carnegie Mellon University, Pittsburgh, Pennsylvania 15213)

  • Laurie J. Kirsch

    (Joseph M. Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, Pennsylvania 15260)

Abstract

Because of challenges often experienced when deploying software, many firms have embarked on software process improvement (SPI) initiatives. Critical to the success of these initiatives is the transfer of knowledge across individuals who occupy a range of roles in various organizational units involved in software production. Prior research suggests that a portfolio of different mechanisms, employed frequently, can be required for effective knowledge transfer. However, little research exists that examines under what situations differing portfolios of mechanisms are selected. Further, it is not clear how effective different portfolio designs are. In this study, we conceptualize knowledge transfer portfolios in terms of their composition (the types of mechanisms used) and their intensity (the frequency with which the mechanisms are utilized). We hypothesize the influence of organizational design decisions on the composition and intensity of knowledge transfer portfolios for SPI. We then posit how the composition and intensity of knowledge transfer portfolios affect performance improvement. Our findings indicate that a more intense portfolio of knowledge transfer mechanisms is used when the source and recipient are proximate, when they are in a hierarchical relationship, or when they work in different units. Further, a source and recipient select direction-based portfolios when they are farther apart, in a hierarchical relationship, or work in different units. In terms of performance, our results reveal that the fit between the composition and intensity of the knowledge transfer portfolio influences the recipient's performance improvement. At lower levels of intensity direction-based portfolios are more effective, while at higher levels of intensity routine-based portfolios yield the highest performance improvement. We discuss the implications of our findings for researchers and for managers who want to promote knowledge transfer to improve software processes in their organizations.

Suggested Citation

  • Sandra A. Slaughter & Laurie J. Kirsch, 2006. "The Effectiveness of Knowledge Transfer Portfolios in Software Process Improvement: A Field Study," Information Systems Research, INFORMS, vol. 17(3), pages 301-320, September.
    • Handle: RePEc:inm:orisre:v:17:y:2006:i:3:p:301-320
    DOI: 10.1287/isre.1060.0098
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    References listed on IDEAS

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    2. Jung-Chieh Lee & Wen-Chin Hsu & Chung-Yang Chen, 2018. "Impact of absorptive capability on software process improvement and firm performance," Information Technology and Management, Springer, vol. 19(1), pages 21-35, March.
    3. Viswanath Venkatesh & Arun Rai & Likoebe M. Maruping, 2018. "Information Systems Projects and Individual Developer Outcomes: Role of Project Managers and Process Control," Information Systems Research, INFORMS, vol. 29(1), pages 127-148, March.
    4. Narayan Ramasubbu & Chris F. Kemerer, 2016. "Technical Debt and the Reliability of Enterprise Software Systems: A Competing Risks Analysis," Management Science, INFORMS, vol. 62(5), pages 1487-1510, May.
    5. Müller, Sune Dueholm & Mathiassen, Lars & Balshøj, Hans Henrik, 2008. "Organizational Change Perspectives on Software Process Improvement," Informatics Research Group Working Papers I-2008-02, University of Aarhus, Aarhus School of Business, Department of Business Studies.
    6. Kwangsu Cho & Sehee Han & Ting-Ting Rachel Chung & Patrick J. Bateman, 2017. "The Influence of an Integrated View of Source’s Expertise on Knowledge Transfer," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 16(04), pages 1-18, December.
    7. Laurie J. Kirsch & Dong-Gil Ko & Mark H. Haney, 2010. "Investigating the Antecedents of Team-Based Clan Control: Adding Social Capital as a Predictor," Organization Science, INFORMS, vol. 21(2), pages 469-489, April.

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