It is widely acknowledged that coordination of large scale software development is an extremely difficult and persistent problem. Since the structure of the code mirrors the structure of the organization, one might expect that splitting the organization across time zones, cultures, and (natural) languages would make it difficult to assemble the components. This paper presents a case study of what indeed turned out to be the most difficult part of a geographically distributed software project, i.e., integration. Coordination problems were greatly exaggerated across sites, largely because of the breakdown of informal communication channels. The results imply that multi-site development can benefit to some extent ti-om stable plans, processes, and specifications. The inherently unpredictable aspects of projects, however, require communication channels that can be invoked spontaneously, by developers, as needed. These results shed light on the problems and mechanisms underlying the coordination needs of development projects generally, be they co-located or distributed.

Recent empirical and case study evidence documents a strong association between the adoption of computers and increased use of college educated or non-production workers. With few exceptions, the conceptual link explaining how computer technology complements skilled labor or substitutes for unskilled labor is less well developed. This paper applies an understanding of what computers do – the execution of procedural or rules-based logic – to develop and test a simple model of how the widespread adoption of computers in the workplace might alter workplace skill demands. Two essential contentions of our framework are that computer capital (1) substitutes for a limited and well-defined set of human activities, those involving routine (repetitive) cognitive and manual tasks; and (2) complements a second set of activities, those involving non-routine problem solving and interactive tasks. Under the assumption that routine and non-routine tasks are imperfect substitutes, the task framework implies measurable changes in the task content of employment. We examine these changes using representative samples of workers from 1960 to 1998 where individual characteristics are augmented with Dictionary of Occupational Title variables describing their occupations ’ requirements for routine and non-routine cognitive and manual skills. We find that computerization is associated with declining relative industry

Complex design problems require more knowledge than any single person possesses because the knowledge relevant to a problem is usually distributed among stakeholders. Bringing different and often controversial points of view together to create a shared understanding among these stakeholders can lead to new insights, new ideas, and new artifacts. New media that allow owners of problems to contribute to framing and resolving complex design problems can extend the power of the individual human mind. Based on our past work and study of other approaches, systems, and collaborative and participatory processes, this article identifies challenges we see as the limiting factors for future collaborative human-computer systems. The Envisionment and Discovery Collaboratory (EDC) is introduced as an integrated physical and computational environment addressing some of these challenges. The vision behind the EDC shifts future development away from the computer as the focal point, toward an emphasis that tries to improve our understanding of the human, social, and cultural system that creates the context for use. This work is based on new conceptual principles that include creating shared understanding among various stakeholders, contextualizing information to the task at hand, and creating objects to think with in collaborative design activities.

Human understanding in design evolves through a process of critiquing existing knowledge and consequently expanding the store of design knowledge. Critiquing is a dialog in which the interjection of a reasoned opinion about a product or action triggers further reflection on or changes to the artifact being designed. Our work has focused on applying this successful human critiquing paradigm to humancomputer interaction. We argue that computer-based critiquing systems are most effective when they are embedded in domain-oriented design environments, which are knowledge-based computer systems that support designers in specifying a problem and constructing a solution. Embedded critics play a number of important roles in such design environments: (1) they increase the designer's understanding of design situations by pointing out problematic situations early in the design process, (2) they support the integration of problem framing and problem solving by providing a linkage between the design...

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This paper has been prepared under the EC TSER Programme's TIPIK Project, for pesentation to the 3 rd TIPIK Workshop held in Strasbourg, at BETA, University of Louis Pasteur, 24 th April 1999. We are grateful for the comments and suggestions received from colleagues in the TIPIK Project, although it has not been possible for all of those to be absorbed in the present version. Please do not reproduce or quote without permission of the authors. Contact authors at:

Data is more than knowledge: implications of the reversed knowledge hierarchy for knowledge management and organizational memory In knowledge management literature it is often pointed out that it is important to distinguish between data, information and knowledge. The generally accepted view sees data as simple facts that become information as data is combined into meaningful structures, which subsequently become knowledge as meaningful information is put into a context and when it can be used to make predictions. This view sees data as a prerequisite for information, and information as a prerequisite for knowledge. In this paper, I will explore the conceptual hierarchy of data, information and knowledge, showing that data emerges only after we have information, and that information emerges only after we already have knowledge. The reversed hierarchy of knowledge is shown to lead to a different approach in developing information systems that support knowledge management and organizational memory. It is also argued that this difference may have major implications for organizational flexibility and renewal. 2

This paper considers the relationship between the stocks and flows of learning across levels in an overall organizational learning system. A survey instrument based on the Strategic Learning Assessment Map (SLAM) was administered to 15 individuals representing senior-, middle- and non-management levels from each of 32 organizations, resulting in a total sample of 480 respondents. This research supports the premise that there is a positive relationship between the stocks of learning at all levels and business poibrmance. Furthermore, the proposition that the misalignment of stocks and flows in an overall organizational learning system is negatively associated with business per, finance is also supported.

The use of the term institution has become widespread in the social sciences in recent years, reflecting the growth in institutional economics and the use of the institution concept in several other disciplines, including philosophy, sociology, politics, and geography. The term has a long history of usage in the social sciences, dating back at least to Giambattista Vico in his Scienza Nuova of 1725. However, even today, there is no unanimity in the definition of this concept. Furthermore, endless disputes over the definitions of key terms such as institution and organization have led some writers to give up matters of definition and to propose getting down somehow to practical matters instead. But it is not possible to carry out any empirical or theoretical analysis of how institutions or organizations work without having some adequate conception of what an institution or an organization is. This paper proposes that those that give up are acting in haste; potentially consensual definitions of these terms are possible, once we overcome a few obstacles and difficulties in the way. It is also important to avoid some biases in the study of institutions, where institutions and characteristics of a particular type are overgeneralized to the set

This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed