Drawing on theories on dispersed teamwork, computer-mediated communications, and organizations, we examine the direct associations between temporal distance and team performance as well as the mediating role of team interaction. We tested our research model in a laboratory experiment with four temporal distance conditions. Results show that the direct associations between temporal distance and team performance are substantially diminished when we enter the intervening team communication variables (communication frequency and turn-taking) into the analysis model. We find that communication frequency and turn-taking have differentiated effects on conveyance of information and convergence on its meaning. Conveyance is positively associated with production speed, whereas convergence is positively associated with higher product quality (i.e., accuracy). These findings speak to the theoretical significance of communication patterns and information exchange behaviors in dispersed team research. They also transcend the common wisdom that temporal distance is good for speed and bad for quality. > >
The article discusses follow-the-sun (FTS) projects, in which teams around the world pass software development tasks to teams in other time zones, so the project will be worked on 24 hours per day. The topic is analyzed in terms of the social aspects of information systems. The authors present 12 propositions regarding efficiency and coordination issues which are typically associated with the FTS method. The primary factors in making FTS successful are said to be efficiency in terms of scheduling and handing off work, and coordination within and between the work sites.
In globally distributed projects, members have to deal with spatial boundaries (different cities) and temporal boundaries (different work hours) because other members are often in cities within and across time zones. For pairs of members with spatial boundaries and no temporal boundaries (those in different cities with overlapping work hours), synchronous communication technologies such as the telephone, instant messaging (TM), and Web conferencing provide a means for real-time interaction. However, for pairs of members with spatial and temporal boundaries (those in different cities with nonoverlapping work hours), asynchronous communication technologies, such as e-mail, provide a way to interact intermittently Using survey data from 675 project members (representing 5,674 pairs of members) across 108 projects in a multinational semiconductor firm, we develop and empirically test a relational model of coordination delay In our model, the likelihood of delay for pairs of members is a function of the spatial and temporal boundaries that separate them, as well as the communication technologies they use to coordinate their work. As expected, greater use of synchronous web conferencing reduces coordination delay for pairs of members in different cities with overlapping work hours relative to pairs of members with nonoverlapping work hours. Unexpectedly, greater use of asynchronous e-mail does not reduce coordination delay for pairs of members in different cities with nonoverlapping work hours, but rather reduces coordination delay for those with overlapping work hours. We discuss the implications of our findings that temporal boundaries are more difficult to cross with communication technologies than spatial boundaries.
Coordination is important in software development because it leads to benefits such as cost savings, shorter development cycles, and better-integrated products. Team cognition research suggests that members coordinate through team knowledge, but this perspective has only been investigated in real-time collocated tasks and we know little about which types of team knowledge best help coordination in the most geographically distributed software work. In this field study, we investigate the coordination needs of software teams, how team knowledge affects coordination, and how this effect is influenced by geographic dispersion. Our findings show that software teams have three distinct types of coordination needs--technical, temporal, and process--and that these needs vary with the members' role; geographic distance has a negative effect on coordination, but is mitigated by shared knowledge of the team and presence awareness; and shared task knowledge is more important for coordination among collocated members. We articulate propositions for future research in this area based on our analysis.
Numerous methodological issues arise when studying teams that span multiple boundaries. The main purpose of this paper is to raise awareness about the challenges of conducting field research on teams in global firms. Based on field research across multiple firms (software development, product development, financial services, and high technology), we outline five types of boundaries that we encountered in our field research (geographical, functional, temporal, identity, and organizational) and discuss methodological issues in distinguishing the effects of one boundary where multiple boundaries exist. We suggest that it is important to: (1) appropriately measure the boundary of interest to the study, (2) assess and control for other influential boundaries within and across teams, and (3) distinguish the effects of each boundary on each team outcome of interest. Only through careful attention to methodology can we properly assess the effects of team boundaries and appreciate their research and practical implications for designing and using information systems to support collaborative work.