University of Shizuoka
The impact of culture on knowledge management in international teams is an important topic which is still not well understood. The authors want to contribute to the discussion by presenting two case studies of small software teams involved in distributed software development. In doing so, they illustrate how cultural and social issues influence the way knowledge exchange is performed by analyzing four knowledge sharing practices: status meetings and maintaining awareness, the collaborative use shared artifacts and repositories, spending time at the other site and human \"Bridges\" that mediate between people and cultures. Their findings suggest that organizational culture is permanently re-negotiated and adjusted to fit the distributed collaboration, as the teams learn how to deal with each other.