Abstract. Software engineering is knowledge-intensive work, and how to manage software engineering knowledge has received much attention. This systematic review identifies empirical studies of knowledge management initiatives in software engineering, and discusses the concepts studied and the research methods used. Seven hundred and sixty-two articles were identified, of which 68 were studies in an industry context. Of these, 29 were empirical studies and 39 reports of lessons learned. The majority of empirical studies relate to technocratic and behavioural aspects of knowledge management, while there are few studies relating to economic, spatial and cartographic approaches. More than half of the empirical studies were case studies.

How can an organization facilitate customer engagement in an agile software development project, emphasizing on the project's needs and constraints? The objective of this thesis is to answer this questions based on literature and an empirical study of a software development company.

Software development teams need highly valuable knowledge to carry out knowledge-intensive development activities. Agile teams are cross-functional teams that promote sharing of projectspecific knowledge through frequent face-to-face interaction, effective communication and customer collaboration. Knowledge sharing is difficult for distributed Agile teams due to spatial, temporal, and cultural barriers, which negatively affect face-to-face interaction, communication and collaboration. There seems to be very few studies that focus on knowledge management in distributed Agile teams. Through a Grounded Theory study that involved 45 participants from 28 different software companies in the USA, India and Australia, we investigate distributed software development from the specific perspective of Agile teams. In this paper, we describe how Agile teams gather, store, share and use knowledge in distributed software development. 1

Agile software development methods have emerged in recent years and have become increasingly popular since the start of the century. While much research claims to study agile methods, the meaning of agility itself in software development is yet to be fully understood. Agility is viewed by some as the antithesis of plan, structure discipline and bureaucracy. This study aims to develop a better understanding of agility, using the key concepts of Complex Adaptive Systems as a theoretical lens. The study explores agility from several different angles, including autonomous team, stability and uncertainty, and team learning. A multiple case study research method was employed. The findings of the study emphasize that agility is manifested as stability and discipline, which are just as desirable as flexibility, and context sharing is of the same value and importance as knowledge sharing. In addition, the collective nature of learning is underlined.