Professional Documents
Culture Documents
DOI 10.1007/s11846-015-0171-y
ORIGINAL PAPER
Received: 24 October 2014 / Accepted: 13 April 2015 / Published online: 25 April 2015
Springer-Verlag Berlin Heidelberg 2015
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1 Introduction
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2 Research methodology
In this study, exploratory mixed method research (Creswell 2007, 2009) is adapted
to investigate the answers of research questions. Mixed method research is the
combination of methodologies to study the same phenomenon with multiple
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The main methodology adapted at first phase of the study is qualitative data analysis
(Strauss and Corbin 1994). The practitioners of GSD, members of process
improvement and members of HRM group in international organizations are
interviewed; and grounded theory methodology (Strauss and Corbin 1994) is
applied to identify the important themes to explore the answers of all research
questions of this study. Grounded theory is the methodology of generation of a new
theory from the analysis of qualitative data (Glaser and Strauss 1967). In this
methodology, data is collected, coded and analyzed to generate a new theory
(Strauss and Corbin 1994). This process of data collection, coding and analysis
continues until theoretical saturation is reached (Draucker et al. 2007). The coding
of data involves open coding, axial coding and selective coding (Strauss and Corbin
1994). In open coding phase, data is analyzed line-by-line, and appropriate codes
are extracted from the text. In axial coding, categories are associated with related
and sub-categories. In selective coding, a central category is introduced, and related
categories are refined to establish an emerging theory (Strauss and Corbin 1994).
The detailed methodology of this phase is given below;
Qualitative data is collected from 65 participants (45 males and 20 females). In-
depth qualitative semi-structured individual interviews are conducted from 25
participants; and four focus groups are administered from 40 participants (10
participants in each focus group). The participants include the general practitioners
of GSD (20 participants), members of process improvement (25 participants), and
members of HRM group (20 participants).
2.1.2 Sampling
In mixed method research, purposive sampling strategies are mainly used to collect
and analyze the qualitative data (Teddlie and Yu 2007). In purposive sampling
strategies, units or cases (e.g. individuals, groups or institutions) are purposely
selected from a population to get the specific information to answer the study’s
research questions (Maxwell 1998). The detailed discussion about mixed method
sampling strategies and the guidelines to select appropriate sampling techniques are
elaborated by Teddlie and Yu (2007); and Collins et al. (2007). In this study, we
adapted theoretical sampling technique (Draucker et al. 2007; Collins et al. 2007)
under purposive sampling strategy to collect the qualitative data, and to identify the
emerging themes from all interviews and focus groups.
The process of data collection was initiated by conducting first interview from one
practitioner of GSD. The discussion started by asking the participant about the
challenges of GSD, indicators of process improvement and role of HRM practices.
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All participants shared their views and explained their opinion about the study
variables and their dynamics in GSD environment. After each focus group and
interview, notes were prepared, external resources were studied, data were uploaded
and analyzed in NVIVO 8, and semi-structured interview questions were revisited
for next interviews. Themes identified during first interview started recurring during
subsequent interviews and focus groups. New themes also emerged during
subsequent interviews and focus groups. But, theoretical saturation occurred, when
data of 65 participants were analyzed. The process of data collection therefore was
discontinued after data collection from 65 participants. At theoretical saturation,
complete lists of challenges of GSD and indicators of process improvement are
identified. The significant themes about the impact of HRM practices on challenges
of GSD; and the impact of HRM practices and challenges of GSD on process
improvement are also emerged. All focus group discussions are audio taped, and all
individual interviews are recorded as field notes. Complete data set comprises of
audio recordings lasting approx. 12 h and field notes of approx. 50 pages.
Grounded Theory methodology (Strauss and Corbin 1994) is used to analyze the
qualitative data. NVIVO 8 is employed for data management and to assist data
analysis process. All audio recordings were transcribed verbatim. All data
(transcribed verbatim and interview notes) were uploaded into NVIVO’s Sources
section. Analysis was started by analyzing text, identifying emerging themes and by
developing concept nodes and their relationships. Similarities and differences
between emerging themes are analyzed by using the method of Constant
Comparison (Glaser and Strauss 1967). By using the inductive process of grounded
theory, concept nodes are grouped, relevant categories are established and emerging
themes are linked iteratively with nodes and categories. All nodes and relationships
are reviewed to perform a more analytical ordering and correction of relationships.
Concept nodes and their relationships are visualized by generating models from the
nodes and relationships. Models are discussed by analyzing themes of relevant
nodes and inter-node relationships of each model. Therefore, all phases of grounded
theory methodology (open coding, axial coding and selective coding) are adapted to
achieve the research objectives of this study (Strauss and Corbin 1994). The detailed
results of analysis process are discussed in Sect. 3.1.
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658 M. W. Bhatti, A. Ahsan
2.2.1 Sample
In mixed method research, probability sampling strategies are mainly used to collect
and analyze the quantitative data (Teddlie and Yu 2007). In probability sampling
techniques, units or cases are randomly selected from a population or group, where
probability samples represent the complete population (Tashakkori and Teddlie
2003). In this study, we adapted simple random sampling technique in probability
sampling to collect and analyze quantitative data (Teddlie and Yu 2007; Collins
et al. 2007). The questionnaire survey is administered in 35 organizations, which are
engaged in the phenomena of global software development. The data (for
measurement items) is collected by using a 5-point Likert-type scale, where
1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, and 5 = Strongly
Agree. As a whole 500 potential respondents are approached in selected
organizations, research project is explained to them and they are requested to fill
the questionnaire. The basic criterion for the selection of respondents for data
collection is decided as ‘‘a professional working in GSD environment (with any
technical, managerial, process improvement or human resource management role)’’.
The resulting sample comprised of 210 (n = 210) usable filled questionnaires,
representing a 42 % response rate. The sample respondents represented the diverse
roles and designations in globally distributed software development teams. They are
classified as HR consultants (9.5 %), HR executives (10 %), HR managers (10.47),
software programmers (11.90 %), managers (10.47 %), quality assurance engineers
(16.66 %), requirement engineers (10.95 %), and quality control engineers (9.5 %).
2.2.2 Measurements
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variable ‘Challenges of GSD’, measurement items are generated from the list of
challenges presented in Fig. 1. These measurement items are grouped into five
dimensions (Management related Challenges, Process related Challenges, Social
Challenges, Technical challenges, and Environment related challenges). All the
measurement items of ‘Challenges of GSD’ are presented in Table 2. The HRM
practices (Compensation, Trainings, Employment Security, Social Interaction,
Communication and Performance Appraisal) are grouped as dimensions of ‘HRM
Practices’ variable. Items for these dimensions are collected from previously
developed measurement scales. These measurement scales are modified under the
context of current study. To measure the ‘Compensation’, one question is adapted
from Smeenk et al. (2006) and it is modified to generate two questions under the
context of our study. These questions are about the ‘competitive salary’ and ‘fringe
benefits’ of employee with respect to the other organizations of software industry.
‘Training’ is measured by adapting the items from the instrument of Arthur (1994)
and by modifying them as ‘I often receive off-the-job trainings, away from my work
place’, ‘I often receive off-the-job trainings on my work place’ and ‘I often receive
on-the-job trainings on my work place’. To measure the perceived ‘Employment
Security’ one item is adapted from Gaertner and Nollen (1989), and it is modified to
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Table 2 continued
3 In our organization, different distributed teams have different geo-political situations in their
regions
4 In our organization, different distributed teams exist at long distance from each other
Compensation
1 I receive competitive salary as compare to the other organizations of software industry.
2 I receive competitive fringe benefits as compare to the other organizations of software industry
Training
1 I often receive off-the-job trainings, away from my work place
2 I often receive off-the-job trainings on my work place’ and ‘I often receive on-the-job trainings
on my work place
Employment security
1 HR department does all it can do to avoid layoffs
2 Sr. management of my site does all it can do to avoid layoffs
Social interaction
1 I frequently have off-the-job contacts with my work colleagues
2 I feel very much a part of my work group
3 I feel very much a part of all distributed teams of my organization
Communication
1 I am adequately informed about what is currently going on in the organization
2 I am adequately informed about changes that affect my job
Performance appraisal
1 My performance is assessed on the basis of goals of my job
2 The goals of my job include the goals related to process improvement
generate two items under the context of current study. The perceived ‘Social
Interaction’ is measured by adapting three items from Sheldon’s instrument (1971).
The perceived ‘Communication’ and ‘Performance Appraisal’ are measured by
adapting two items for each from Smeenk et al. (2006). The items of ‘Social
Interaction’, ‘Communication’ and ‘Performance Appraisal’ are also modified under
the context of current study. All the measurement items of ‘HRM Practices’ are
presented in Table 3.
2.2.3 Method
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3 Results
The qualitative data analysis depicted that the practitioners of GSD face many
challenges and problems in global software development environment. These
challenges are categorized into five different categories. These categories include;
(1) Management related challenges, (2) Process related challenges, (3) Social
Challenges, (4) Technical challenges, and (5) Environment related challenges. The
detailed list of challenges is presented in Fig. 1.
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Fig. 2. The results of analysis depict that the different perspective of process
maturity at different sites of distributed teams have negative impact on the
consistency of processes in GSD environment. However, by ensuring common
understanding of procedures, encouraging process adherence and by performing
regular process audits, consistency of processes can be improved in distributed
teams’ environment. The implementation of a process improvement framework
requires process tailoring with respect to different teams and sites of the
organization. However, the implementation of any suitable process improvement
framework and consistency of processes positively impact the process improve-
ment, and, help to achieve unanimous quality of products and services from all
distributed teams in GSD environment.
Distributed resources face difficulty in developing understanding about
procedures…. (T. Iqbal, personal communication, July 4, 2014).
Quality audits ensure that there are no non-conformances… (A. Shashikanth,
personal communication, June 28, 2014).
Process following is important for consistent processes…. (S. Anwer, personal
communication, July 4, 2014).
For me the challenge is the perspective of process maturity… (T. Schweigert,
personal communication, July 4, 2014).
You may need to modify/change/tailor the organizational set of standard
processes… (A.U. Malik, Shashikanth, personal communication, June 28, 2014).
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uncertainity and increases the clarity about roles and responsibilities and capabilities
of the resources. It solves the problem of weak social bindings and improves the
process of information sharing among distributed team members.
HRM ensures the true picture of capabilities of resources through the function
of communication…. (H. Aslam, personal communication, July 8, 2014).
Communication can increase social bindings among teams and increases the
involvement of resrouces…. (B. Khan, personal communication, July 8,
2014).
The procedures and other organizational information can be shared through
effective communication from HR department… (J. Israr, personal commu-
nication, July 8, 2014).
The uncertainity can be removed through proper comunication… (M. Wahab,
personal communication, July 8, 2014).
Resources can understand their job descriptions by communicating with HR
department… (J. Israr, personal communication, July 8, 2014).
The Performance Appraisal function of HRM ensures the proper information
about the capabilities of resources from distributed teams. It also increases the
resource involvement in GSD environment. This function has positive impact on the
development of clarity abour roles and responsibilities of resources; and it increases
productivity of employees in GSD environment.
Performance appraisal is a tool to judge the capabilties of resources and to
motivate the productive resources… (H. Aslam, personal communication, July
8, 2014).
Performance appraisal increases the clarity about the responsibilites of
employees and it increases their commitment towards their tasks… (N.
Ahmed, personal communication, July 4, 2014).
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correct and incorrect matching. Results depicted that overall 80.76 % are correct
matching of measurement items with their respective study variables. This value
shows a significant content validity of the study variables and their items.
The construct validity of the study variables is assessed by adapting the method
suggested by Clark and Watson (1995). On sample data (n = 210), Confirmatory
Factor Analysis (CFA) is performed and hypothesized model (as shown in Tables 1,
2, 3) of each study variable is analyzed by computing Root Mean Square Error of
Approximation (RMSEA), Standardized Root Mean Square Residual (SRMR),
Comparative Fit Index (CFI), Goodness-of-Fit Index (GFI), and maximum
likelihood Chi-square (v2). According to Xu (2011), for a good model fit, the
value of Chi square should be non-significant. He also suggests that
RMSEA = {0.06 to 0.1}; CFI [ 0.95 and SRMR \ 0.08 are indications of a good
model fit. Bagozzi and Yi (1988) and Hu and Bentler (1999) propose that the values
of RMSEA and SRMR should be \0.09; and the value of CFI should be [0.9. The
detailed results of construct validity of the study variables are presented in Table 4.
Hair et al. (2006) believes that, the standardized factor loadings of measurement
items should be [0.5. All the items of three study variables are significantly loaded
into their respective hypothesized factors (with loadings [0.5). Clark and Watson
(1995) suggest that the items with strong loadings should be retained into their
respective factors of a variable. The detailed results of CFA show a significant
construct validity of the study variables.
The convergent validity is the degree to which the theoretically related components
of a variable, model or framework are in fact related (Ballard and Seibold 2004).
The convergent validity of the study variables is analyzed to assess the model
adequacy of each variable. The method suggested by Ballard and Seibold (2004) is
adapted to analyze convergent validity of ‘Challenges of GSD’ and ‘HRM
Practices’. All the items of five factors of ‘Challenges of GSD’ are grouped into one
factor, and, all the items of six factors of ‘HRM Practices’ are also grouped into one
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factor. Model fit for both study variables is analyzed by performing CFA. The
detailed results are presented in Table 5.
All the results in Table 5 indicate a poor model fit of both study variables. These
results suggest that the items of each study variable don’t group significantly into
one factor. This therefore supports the convergent validity of both variables.
‘Process Improvement’ is a uni-dimensional variable, the method suggested by
Ballard and Seibold (2004) is not applicable on it. Therefore, the method proposed
by Aubert et al. (1996) is adapted to assess the convergent validity of this study
variable. Same method is applied to triangulate the results of ‘Challenges of GSD’
and ‘HRM Practices’. Averaged Variance Extracted (AVE) is computed to analyze
the convergent validity of all study variables. The value AVE of all factors of each
study variable is computed by using the formula proposed by Fornell and Larcker
(1981). To support the convergent validity, Aubert et al. (1996) believe that, the
value of AVE of a construct should be [0.5. Table 6 shows that the AVE of all
components of ‘Challenges of GSD’ ranges from 0.52 to 0.61. Table 7 shows that
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the AVE of all components of ‘HRM Practices’ ranges from 0.51 to 0.62. Table 8
shows that the AVE of ‘Process Improvement’ is 0.57. All of these values are [0.5,
which indicate that the latent construct indicators of all study variables have
significant amount of common variance (Xu 2011; Aubert et al. 1996). This shows
that the variance captured by the constructs is greater than the variance occurred due
to measurement errors. These results support the convergent validity of all study
variables (Aubert et al. 1996; Fornell and Larcker 1981).
The value of Cronbach’s alpha for all the study variables is computed. Results show
that value of Cronbach’s alpha of ‘Challenges of GSD’ is 0.76; ‘Process
Improvement’ is 0.82; and ‘HRM Practices’ is 0.79. These results indicate a good
reliability and internal consistency of all study variables.
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Challenges of GSD
HRM practices -0.759 – –
Process improvement -0.674 0.771 –
Bivariate correlation
Correlation coefficient: pearson
Correlation is significant at the 0.05 level
4 Discussion
The present study is conducted to explore the challenges of GSD, HRM practices
and process improvement in GSD environment. The results indicate that distributed
teams face five types of challenges; (1) Management related Challenges, (2) Process
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related Challenges, (3) Social Challenges, (4) Technical Challenges, and (5)
Environment related challenges. The management related challenges include weak
communication and coordination (Prikladnicki 2012), weak monitoring and control
(Michael and Par 2008), poor project planning and management (Da Silva et al.
2012), ineffective team management (Sabahat et al. 2010), poor productivity, risks
and issues (Ebert et al. 2008), unclear roles and responsibilities, uncertainties
(Boden et al. 2012), and inappropriate skills and trainings of distributed team
members (Da Silva et al. 2012). Colomo-Palacios et al. (2014) believe that the
intrinsic complexity of management of distributed teams and weak communication
and coordination causes delay in completion of tasks in GSD environment. Poor
management and delay in completion of tasks impacts employees’ productivity
negatively. However, upright skills, appropriate expertise and additional efforts of
project managers are helpful to manage distributed teams and to ensure competitive
levels of productivity of distributed team members (Colomo-Palacios et al. 2014).
The process related challenges include inconsistent processes (Da Silva et al. 2012),
difficulties in implementation and tailoring of processes (Sparrow 2007), poor
adherence to the processes (Da Silva et al. 2012), diversified level of understandings
about the maturity of the processes and procedures, and inconsistent quality of work
products produced by different distributed teams (Bhat et al. 2006). Colomo-
Palacios et al. (2014) found that the quality of a work product produced by
distributed teams is lower than the quality of a work product produced by co-located
teams. They believe that the inconsistent quality of work products is because of
inconsistent adherence of processes in distributed teams’ environment. The social
challenges include the difference of language and culture (Sabahat et al. 2010),
weak social bindings, fear and‘ lack of trust, and information hiding from members
of distributed teams (Boden et al. 2012). Søderberg et al. (2013) believe that,
building mutual trust among distributed team members, establishing transparent
working environment and ensuring cultural understanding of distributed teams are
very important to establish and execute the strategic partnership among vendors and
clients in GSD environment. The technical challenges include difficulties in
components integration and data synchronization (Bhat et al. 2006), and establish-
ment of configuration and technical environment for distributed teams. The
environment related challenges include the difference of time-zone, weather and
geopolitical situations and the physical distance (Prikladnicki 2012) among different
sites in distributed teams’ environment (Michael and Par 2008). Nidhra et al. (2013)
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identified challenges of GSD and mitigation strategies through literature review and
interviews of industrial experts. They found 60 different challenges and 79
mitigation strategies for GSD settings. They grouped the challenges and mitigation
strategies into three factors; (1) Personnel, (2) Project, and (3) Technology. The sub
categories of personnel related challenges include language barriers, cultural
differences, trust, personal attributes and staffing. The sub categories of project
related challenges include inadequate infrastructure, problems in requirements
engineering and documentation, temporal distance, changing vendor, additional
costs, meeting project deadlines, coping with novelty and communication
challenges. The sub categories of technology related challenges include challenges
with tool support and challenges with transactive memory system (Nidhra et al.
2013).
The indicators of successful process improvement in GSD environment include
the alignment of process goals with business goals of the organization (Prikladnicki
et al. 2010), implementation and adherence of consistent processes (Richardson
et al. 2012), training of distributed team members on standardized processes and
procedures and smooth execution of process activities without delaying project
tasks in distributed teams’ environment (Gotel et al. 2012). The HRM practices
considered for the analysis include compensation (Smeenk et al. 2006), trainings
(Arthur 1994), employment security (Gaertner and Nollen 1989), social interaction
(Sheldon 1971), communication, and performance appraisal (Smeenk et al. 2006).
This study explores the relationship between HRM practices and challenges of
GSD. Results indicate that effective HRM practices can help to minimize the
negative impact of challenges of GSD. The compensation function of HRM
practices helps to develop trust among employees and increases productivity of the
distributed team members (Huselid 1995). Colomo-Palacios et al. (2012) analyzed
the impact and level of adaption of process areas of People-CMM in GSD
environment. They found that compensation has medium impact in GSD, and, it is
easy to be adapted in distributed teams’ environment. In ‘high performance work
systems’ compensation schemes are provided to high performing workforce (US
Department of Labor 1993). Gómez-Meija and Balkin (1992) found a positive
relationship between compensation and firm performance. Sheehan and Sparrow
(2012) found that foreign direct investment increases wages, and better wages
increase productivity of employees. In China, they found 69 % increased salaries of
employees between 2005 and 2010; and they observed 4 % annual growth in
productivity. Proper trainings ensure consistency of processes and integration of
disintegrated components (Arthur, 1994). Training and development has medium
impact in GSD, and, it is easy to be adapted in distributed teams’ environment
(Colomo-Palacios et al. 2012). Employment security increases confidence of
employees and reduces several uncertainties about job, projects and processes
(Gaertner and Nollen 1989). Work force planning has high impact, but, it is difficult
to be adapted in GSD environment (Colomo-Palacios et al. 2012). The social
interaction is very important to resolve the social challenges of GSD (Boden et al.
2012). Participatory culture has very high impact, but, it is very difficult to be
adapted in distributed teams’ environment (Colomo-Palacios et al. 2012). Commu-
nication is the core function of HRM for the resolution of several important
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678 M. W. Bhatti, A. Ahsan
5 Limitations
In this study, only six HRM practices (i.e. compensation, training, employment
security, social interaction, communication, and performance appraisal) are
included in analysis. Although, these practices are most relevant for this study,
but, People-CMM have some additional process areas and practices of HRM.
Therefore, there can be possibility that we might not have included some HRM
practices those are important and relevant in the context of GSD and process
improvement.
Small sample of data in quantitative part of the study is also a limitation of this
study. Large sample could result into more supporting findings of this study.
The scales for ‘Challenges of GSD’ and ‘Process Improvement’ are developed in this
study. More studies are needed to validate these instruments with large sample of data.
6 Future research
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