Faculty of Military Sciences

Abstract This paper explores the role of transactive memory in enabling knowledge transfer between globally distributed teams. While the information systems literature has recently acknowledged the role transactive memory plays in improving knowledge processes and performance in colocated teams, little is known about its contribution to distributed teams. To contribute to filling this gap, knowledge-transfer challenges and processes between onsite and offshore teams were studied at TATA Consultancy Services.

Traditionally, project management has focused on the management of projects on a single location either within one organization or among two or more organizations. Recently, however, emerging trends are changing the way projects are organized and managed, creating new challenges in project management research and practice. This paper has two objectives.

Historically, ERP systems evolved from MRP II systems, which are designed to manage a production facility's orders, production plans, and inventories. ERP systems integrate inventory data with financial, sales, and human resources data, allowing organizations to price their products, produce financial statements, and manage the resources of people, materials, and money. Implementing ERP systems can be quite straightforward when organizations are simply structured and operate in one or a few locations.

ABSTRACT While a substantial amount of literature deals with inter-organizational cooperation, scholars mainly focus on mechanisms for coordinating between organizations. The literature offers only limited insight into organizations' internal functioning in relation to inter-organizational cooperation. This paper contributes to filling this gap.

Abstract A recent Offshoring Research Network (ORN) global survey of offshoring shows that since 2004 management concerns about operational issues on achieving the benefits of offshoring have increased significantly. In this paper we examine inter-task interdependence, a key operational determinant of inter-site interaction and communications in offshoring.

We have attempted to bring together two areas which are challenging for both IS research and practice: forms of coordination and management of knowledge in the context of global, virtual software development projects. We developed a more comprehensive, knowledge-based model of how coordination can be achieved, and\ illustrated the heuristic and explanatory power of the model when applied to global software projects experiencing different degrees of success.

In our paper presented at ICCRTS 2007 we argue that there is a limit what can be done to eliminate errors in C2 systems and we should view human actors and the system as ePartners (Grant, 2007). In this paper we take the argument a step further.

The resource-based approach to strategic management emphasises a firm's need for unique internal resources and competencies (Nelson and Winter, 1982; Wernerfelt, 1984) as enablers of sustainable, dynamic adaptation and competitive advantage (Stalk et al., 1992; Bamey and Hesterley, 1996). Since

Abstract Coordination–commonly defined as the achievement of concerted action-has been a phenomenon of central concern to organizational theorizing since the 1920s. Until the 1980s, information processing and contingency theorists have shaped coordination theory around the relationship between coordination mechanisms and drivers like task dependence, uncertainty, and equivocality.

Abstract: In today's internationalized world, value creation consists of knowledge and work integration involving workers from around the world. Members of these globally distributed work teams (GDWT) encounter organizational behavior issues (identity, cultural differences, and leadership) and organization design issues (dependencies, information processing, media use, and teamwork structures). While most research on GDWT focuses on the first set of issues, this chapter is among the few to systematically explore the second set.

ABSTRACT Recent business trends have given rise to coopetttton.-the occurrence of cooperation and competition between firms at the same time. Coopetition comprises the sharing of knowledge, which is conceived as one of the key sources of competitive advantage. In this context, coopetition poses a paradox: the knowledge shared for cooperation may backfire during competition.

ABSTRACT Co-opetition, simultaneous co-operation and competition, is a recent phenomenon. Coopetition entails sharing knowledge that may be a key source of competitive advantage, but the knowledge gained by co-operation may also be used for competition. There is little investiga-

Theorizing on organizational routines has grown rapidly as an area of organization research (Nelson, and Winter, 1982; Pentland, and Rueter, 1994; Feldman, and Pentland, 2003). Modern societies depend on routines for safety, health, transportation, transaction processing, and entertainment. Routines are defined as “the habitual or mechanical performance of an established procedure”(Webster, 1992).

Abstract Globally distributed collaboration is becoming increasingly common nowadays, yet research on this topic has remained limited. Literature on global collaboration can be classified into two streams: pessimistic and optimistic perspectives on the impact of distance and time zone differences. Researchers in the pessimistic tradition found support for the proposition that collaboration suffers from dispersion.

The word 'expeditionary'in expeditionary operations evokes the image of climbers conquering a challenging mountain. Those climbers and their support infrastructures are focused on achieving the top in a physically hostile environment, as quickly as possible, and carrying a minimum of resources.

Abstract How do complex societal demands and time constraints posed by distributed temporary organizing affect organizational communication? Extending Bowker and Star's (2002) work on infrastructures, we introduce two context-specific 'invisible', social infrastructures: organizational and relational. We empirically assess their role in an international, multi-site ERP-software implementation.

Abstract Recent business trends have given rise to coopetition: simultaneous cooperation and competition between firms. Coopetition entails the sharing of knowledge which may be a key source of competitive advantage. Under coopetition there is a paradox that the knowledge shared for cooperation may also be used for competition. While the existence of this problem is known, there is little investigation of how it may be modelled and, thus, managed.