ISIG occasional lecture

Boundary Object Use in Cross-Cultural Software Development Teams

Michael Barrett
Judge Business School, University of Cambridge

Tuesday 10 November, 2009
1230 - 1400

studio Ciborra

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This paper examines the evolving use of boundary objects in cross-cultural software teams. Our field study of a Jamaican-Indian team examines the use of software specifications and project management tools as boundary objects in facilitating sharing across knowledge boundaries. While the literature has primarily focused on the positive and collaborative role of objects in bridging knowledge boundaries, our particular focus is to better understand how and why their role and use may facilitate collaboration at one time and contribute to conflict at other times. We unpack the interacting elements which both facilitate and constrain knowledge sharing, and trigger conflicts at different stages of the software team development. Our research suggests that managers of cross-cultural software development teams should be aware of the potential implications of increasing managerial authority and control mechanisms on boundary object use at the mid-point transition. While this may be a common response in software development, our study suggests that in cross-cultural teams there may be particular adverse implications for team dynamics. Specifically, the use of boundary objects at transitions for definitional control and the subsequent redistribution of power/authority and privileging of knowledge types may inhibit knowledge sharing. Further, ensuing conflict may lead to culturizing effects whereby cultural diversity plays a negative stereotyping role between the subgroups in which cross-cultural differences emerge as problematic for team dynamics.

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