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    U.S. AND INDIAN MANAGERIAL BOUNDARY SPANNING BEHAVIORS IN GLOBALLY DISTRIBUTED SOFTWARE TEAMS

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    Genre
    Thesis/Dissertation
    Date
    2019
    Author
    Padgett, Maureen
    Advisor
    Wattal, Sunil
    Committee member
    Schmidt, Stuart M.
    Sinkovics, Noemi
    Tandon, Vivek, 1964-
    Department
    Business Administration/Management Information Systems
    Subject
    Business Administration
    Information Technology
    Boundary Spanning
    Culture
    Software Development
    Teams
    Permanent link to this record
    http://hdl.handle.net/20.500.12613/3376
    
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    DOI
    http://dx.doi.org/10.34944/dspace/3358
    Abstract
    This paper explores the construct of Boundaries and Boundary Spanning in software development teams that consist of members located in both the U.S. and in India. Drawing on literature pertaining to boundaries in business, global boundaries, cultural boundaries, virtual team boundaries, and organizational boundaries, two studies were conducted. The first study measured the boundary spanning behaviors of software team managers of 25 teams. These results were analyzed in conjunction with a standard measure of software team output. No support was found for the hypothesis that frequency of team manager boundary spanning behavior had an impact on overall team output. In the second study, interviews were conducted of 20 software team managers to better understand their perceptions of the boundaries to team success. Managers cited several boundaries to team output, such as those of communication and issues of power-distance. Nearly all managers felt that time zone difference, a temporal boundary, was the most impactful to their own team success. Through flexible pattern matching analysis, categories of team boundaries have been proposed.
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