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Dealing with Cultural Dispersion — Stefano Lambiase — ICSE-SEIS 2024
- 1. Dealing with Cultural Dispersion a Novel Theoretical Framework for Software Engineering Research and Practice Stefano Lambiase, Gemma Catolino, Bice Della Piana, Filomena Ferrucci, Fabio Palomba Stefano Lambiase @StefanoLambiase slambiase@unisa.it https://stefanolambiase.github.io
- 2. I want it to work now! If we start using it now, we will see greater bene fi ts in some years…
- 3. I want it to work now! Let’s try new things! Since it has always worked, why should we change? If we start using it now, we will see greater bene fi ts in some years…
- 4. I want it to work now! Let’s try new things! Since it has always worked, why should we change? Personality Preferences Education If we start using it now, we will see greater bene fi ts in some years…
- 5. Culture Let’s try new things! Since it has always worked, why should we change? I want it to work now! If we start using it now, we will see greater bene fi ts in some years…
- 6. “The collective programming of the mind that distinguishes the members of one group or category of people from others.” Culture — Geert Hofstede
- 7. Culture Let’s try new things! Since it has always worked, why should we change? I want it to work now! If we start using it now, we will see greater bene fi ts in some years…
- 8. Culture Let’s try new things! Since it has always worked, why should we change? I want it to work now! Uncertainty Avoidance How much individuals in a community tend to tolerate and do new and unfamiliar things. If we start using it now, we will see greater bene fi
- 9. Power Distance Gender Egalitarianism In-Group Collectivism Uncertainty Avoidance Future Orientation Assertiveness
- 11. Software Development is a Socio-Technical Activity Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering
- 12. Stray and Moe “Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack” Journal of Systems and Software, 2020 Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering Distributed Software Development is a Difficult Socio-Technical Activity
- 13. Stray and Moe “Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack” Journal of Systems and Software, 2020 Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering Distributed Software Development is a Difficult Socio-Technical Activity Communication and Collaboration Socio-Technical Aspects
- 14. Stray and Moe “Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack” Journal of Systems and Software, 2020 Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering Distributed Software Development is a Difficult Socio-Technical Activity Cultural Aspects Communication and Collaboration Socio-Technical Aspects
- 16. Researchers tend to treat culture abstractly, without relying on affirmed frameworks.
- 17. Researchers tend to treat culture abstractly, without relying on affirmed frameworks. Since no global view is provided, no (grounded) theoretical models are available in the literature.
- 18. Studying how affect Socio-Technical Aspects in software communities Cultural Differences between developers Study Objective
- 19. Studying how affect Socio-Technical Aspects in software communities Cultural Differences between developers Study Objective How?
- 20. Studying how affect Socio-Technical Aspects in software communities Study Objective Cultural Differences between developers How?
- 21. Studying how affect Cultural Differences between developers Study Objective Socio-Technical Aspects in software communities How?
- 22. How? Research Method Socio-Technical Grounded Theory for Data Analysis Collect data using semi-structured interviews with practitioners from the distributed software development context. Analyze data using coding, constant comparison, and memoing methods to let concepts and categories emerge. Repeat to reach saturation. Semi-Structured Interviews Data Gathering Data Analysis STGT for Data Analysis
- 23. In-group Collectivism Dispersion Gender Egalitarianism Dispersion Performance Orientation Dispersion Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] [Extreme/Pair Programming] [Remote Working] [Extreme/Pair Programming] [Remote Working] No Mitigation Strategies Provided Letting individualists being individualists Creating guidelines and organizing training In-group Collectivism (High) Team members became happier [Positive] Productivity increased [Positive] Create discussion groups that improve the development [Positive] Provide idea for improving products [Positive] Organizing internal groups talking about diversities Misunderstanding during communication [Negative] Uncertainty Avoidance Dispersion [Extreme/Pair Programming] Getting people who express opposite behaviors to work together Reduce Overlooking [Positive] Assertiveness Dispersion Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Part of the team with In-group Collectivism (High) Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Power Distance Dispersion [Leader Assertiveness (High)] Information Hiding [Negative] Creating guidelines and organizing training for enforce cultural awareness and intelligence Information and Risk Hiding [Negative] Risk Hiding [Negative] Lose Trust [Negative] Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension LEGEND Makes the outnumbered party unhappy [Negative] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Theory of Dealing with Cultural Dispersion
- 24. 248 Codes — 38 Concepts — 4 Categories — 6 Preliminary Theoretical Models Results How? Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Performance Orientation Dispersion Misunderstanding during communication [Negative] Rise Conflict [Negative] Could cause ... In-group Collectivism (High) Contributes to ... Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Create discussion groups that improve the development Provide idea for improving products Gender Egalitarianism Dispersion Organizing internal groups talking about diversities [Positive] [Positive] Contributes to ... Could cause ... Rise Conflict [Negative] Could cause ... Creating guidelines and organizing training Mitigates ... Assertiveness Dispersion Could cause ... Part of the team with In-group Collectivism (High) Misunderstanding during communication [Negative] Risk Hiding [Negative] Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Mitigates ... Mitigates ... Contributes to ... Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend
- 25. 248 Codes — 38 Concepts — 4 Categories — 6 Preliminary Theoretical Models Results How? Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Performance Orientation Dispersion Misunderstanding during communication [Negative] Rise Conflict [Negative] Could cause ... In-group Collectivism (High) Contributes to ... Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Create discussion groups that improve the development Provide idea for improving products Gender Egalitarianism Dispersion Organizing internal groups talking about diversities [Positive] [Positive] Contributes to ... Could cause ... Rise Conflict [Negative] Could cause ... Creating guidelines and organizing training Mitigates ... Assertiveness Dispersion Could cause ... Part of the team with In-group Collectivism (High) Misunderstanding during communication [Negative] Risk Hiding [Negative] Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Mitigates ... Mitigates ... Contributes to ... Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Applicable Extendable
- 26. Dealing with Cultural Dispersion Strategies for Dealing with Cultural Dispersion Co-Starring Dimensions Could cause… Mitigates… Could cause… Six models, one for each concept of the category “Dealing with Cultural Dispersion.” R e s u l t s Theory at Category Level Effects of Cultural Dispersion Contributes to…
- 27. Strategies for Dealing with Cultural Dispersion Co-Starring Dimensions Could cause… Mitigates… Could cause… Theory at Category Level Effects of Cultural Dispersion Contributes to… R e s u l t s Dealing with Cultural Dispersion Dealing with Cultural Dispersion It refers to situations in which a difference in the team in terms of cultural behaviors led to some effect (both positive and negative). Each concept in this category expresses the act of dealing with dispersion in terms of a specific Cultural dimension.
- 28. Strategies for Dealing with Cultural Dispersion Co-Starring Dimensions Mitigates… Could cause… Theory at Category Level Contributes to… R e s u l t s Dealing with Cultural Dispersion Effects of Cultural Dispersion It describes the effect (positive and negative) deriving from situations in which there was collaboration between a team culturally dispersed. Each concept in this category expresses an effect, and each effect is associated with an attribute that expresses if it is positive or negative for the community members and its management. Could cause… Effects of Cultural Dispersion
- 29. Strategies for Dealing with Cultural Dispersion Mitigates… Could cause… Theory at Category Level R e s u l t s Dealing with Cultural Dispersion Co-Starring Dimensions This category operationalizes situations in which the influence of a particular cultural background (other than dispersal) contributes to generating an effect. Could cause… Effects of Cultural Dispersion Co-Starring Dimensions Contributes to…
- 30. Theory at Category Level R e s u l t s Dealing with Cultural Dispersion Strategies for Dealing with Cultural Dispersion Such a category relates to how practitioners deal with cultural dispersion-originated issues in their teams and its consequent effects. Each concept in this category expresses a strategy (related to some effect of dispersion) for mitigating it. Could cause… Effects of Cultural Dispersion Co-Starring Dimensions Contributes to… Strategies for Dealing with Cultural Dispersion Mitigates… Could cause…
- 31. Theory at Concepts Level It describes situations in which community members have divergent views on membership and loyalty to their team. In Group Collectivism Dispersion Theory R e s u l t s Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend
- 32. Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend I am a good manager! Mario Rossi A generic Manager R e s u l t s Value Proposition
- 33. Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Oh.... I recognize this patterns in my team! Mario Rossi A generic Manager R e s u l t s Value Proposition
- 34. Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Oh.... But this is exactly my problem… So this is the reason! Mario Rossi A generic Manager R e s u l t s Value Proposition
- 35. Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Oh... I can solve it like this! Great! Mario Rossi A generic Manager R e s u l t s Value Proposition
- 36. Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Oh... I can solve it like this! Great! Mario Rossi A generic Manager R e s u l t s Value Proposition Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend
- 37. T H E E N D Theory of Dealing With Cultural Dispersion Stefano Lambiase @StefanoLambiase slambiase@unisa.it https://stefanolambiase.github.io Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Performance Orientation Dispersion Misunderstanding during communication [Negative] Rise Conflict [Negative] Could cause ... In-group Collectivism (High) Contributes to ... Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Create discussion groups that improve the development Provide idea for improving products Gender Egalitarianism Dispersion Organizing internal groups talking about diversities [Positive] [Positive] Contributes to ... Could cause ... Rise Conflict [Negative] Could cause ... Creating guidelines and organizing training Mitigates ... Assertiveness Dispersion Could cause ... Part of the team with In-group Collectivism (High) Misunderstanding during communication [Negative] Risk Hiding [Negative] Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Mitigates ... Mitigates ... Contributes to ... Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend
- 38. Backup slides
- 39. Future Work “The most important step a man can take. It's not the fi rst one, is it? It's the next one. Always the next step.” – Brandon Sanderson, Oathbringer
- 40. Future Work “The most important step a man can take. It's not the fi rst one, is it? It's the next one. Always the next step.” – Brandon Sanderson, Oathbringer Our preliminary theory is the result of a preliminary STGT investigation
- 41. Future Work “The most important step a man can take. It's not the fi rst one, is it? It's the next one. Always the next step.” – Brandon Sanderson, Oathbringer Our preliminary theory is the result of a preliminary STGT investigation Conducting ulterior steps of STGT to obtain a complete Grounded Theory Complementing the qualitative fi nding with quantitative studies
- 42. How? Research Method “Grounded theory is a rigorous research method that enables systematic and evidence-based development of theory. GT is a complete research method that covers data collection, analysis, and more advanced steps of theory development.” Socio-Technical Grounded Theory for Data Analysis Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering
- 43. How? Research Method Socio-Technical Grounded Theory for Data Analysis Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering
- 44. How? Research Method Socio-Technical Grounded Theory for Data Analysis Rahina Hoda “Socio-Technical Grounded Theory for Software Engineering” IEEE Transactions on Software Engineering Bice Della Piana Stefano Lambiase, Gemma Catolino, Filomena Ferrucci, Fabio Palomba Cross-cultural Management Research Cross-cultural Management Research Qualitative Research, Socio-Technical Research, Theory Development
- 45. How? Research Method Participant Selection 10 Practitioners with experience in Culturally Dispersed Teams Participants 3 Iterations Each Interview of approximately 60 minutes Possessing experience with distributed teams. Having at least ten years of experience in the software industry. Having experience in managing software development teams.
- 46. How? Research Method Participant Selection Transferability 10 Practitioners with experience in Culturally Dispersed Teams Participants 3 Iterations Each Interview of approximately 60 minutes
- 47. How? Semi-Structured Interviews Data Gathering Data Analysis STGT for Data Analysis Research Method Socio-Technical Grounded Theory for Data Analysis Analysis Strategy Open Coding, Constant Comparison, and Memoing P1. I have an individual who strongly favors working alone, to the extent that collaborating with others has become problematic. This situation arose because there was a segment of the team that preferred teamwork, and it consistently resulted in conflicts when this person had to work alongside others. P9. We had a collaborative team, but some preferred working alone, causing problems. One person got fired for not participating in team activities, which were a part of our company's Extreme Programming practices, including pair programming and daily meetings. Even in remote work, the company encouraged active engagement with cameras on. This individual often didn't participate in pair programming, wasn't an active listener, and create problems. Quotations Key Points Codes Concepts P3. Unfortunately, the situation has been frustrating. We had a project with developers on the X side and Y testers. The head of testing, a woman, faced challenges due to the X workplace culture's limited acceptance of women. This created issues, as we had talented female team members who were not treated equally. There is a team member who strongly prefers working alone, leading to conflicts with the teamwork- oriented segment of the team. Team faced problems due to one member's reluctance to participate in collaborative activities, leading to its firing. The head of testing, a woman, encountered challenges in an environment that did not readily accept women in prominent roles. - Conflict - In Group Collectivism - Dispersion - Challenging - Problems - In Group Collectivism - Dispersion - Firing - Not accepted - Gender Egalitarism - Dispersion - Challenging Dealing with In Group Collectivism Dispersion is challenging Such a situation rises conflicts Dealing with Gender Egalitarism Dispersion is challenging Such a situation leads to team member firing Dealing With Cultural Dispersion Negative Effects Categories
- 48. How? Semi-Structured Interviews Data Gathering Data Analysis STGT for Data Analysis Research Method 10 Practitioners with experience in Culturally Dispersed Teams Participants Analysis Strategy Open Coding, Constant Comparison, and Memoing Socio-Technical Grounded Theory for Data Analysis ICSE 2024 — Artifact Evaluation
- 49. Dealing with Cultural Dispersion Category It refers to situations in which a difference in the team in terms of cultural behaviors led to some effect (both positive and negative). Each concept in this category expresses the act of dealing with dispersion in terms of a specific Cultural dimension. • Dealing with Power Distance Index Dispersion • Dealing with In-Group Collectivism Dispersion • Dealing with Uncertainty Avoidance Dispersion • Dealing with Performance Orientation Dispersion • Dealing with Assertiveness Dispersion • Dealing with Gender Egalitarianism Dispersion Concepts R e s u l t s
- 50. Effects of Cultural Dispersion Category It describes the effect (positive and negative) deriving from situations in which there was collaboration between a team culturally dispersed. Each concept in this category expresses an effect, and each effect is associated with an attribute that expresses if it is positive or negative for the community members and its management. R e s u l t s Positive Effects Negative Effects
- 51. Strategies for Dealing with Cultural Dispersion Category Such a category relates to how practitioners deal with cultural dispersion-originated issues in their teams and its consequent effects. Each concept in this category expresses a strategy (related to some effect of dispersion) for mitigating it. R e s u l t s • Clearly communicate the types of risks that require mitigation both within groups and in isolation. • Monitoring cultural variations • Creating guidelines to train newcomers in handling cultural differences. • … Concepts
- 52. Co-Starring Dimensions Category This category operationalizes situations in which the influence of a particular cultural background (other than dispersal) contributes to generating an effect. R e s u l t s [Information] [Cultural Dimension] (high/medium/low) Concepts
- 53. Performance orientation (PO): it refers to the extent to which a society encourages and rewards its members for performance improvement and excellence; in direct relationship with entrepreneurship, it refers to the degree to which innovation is rewarded. Future orientation (FO): it is associated to the degree to which individuals in societies engage in future-oriented behaviors such as planning and investing in the future. While future-oriented societies value perseverance and patience, societies that are low in this cultural dimension are more focused on short-term results. Power distance (PD): it refers to the degree to which members of a society expect and accept unequal distribution of power. In high power distance societies, an unequal distribution of power is accepted. On the other hand, in low power distance societies, egalitarianism is emphasized. Uncertainty Avoidance (UA): it refers to the extent to which members of a society attempt to avoid uncertainty by relying on established social norms and practices. Cultures with high scores of uncertainty avoidance seek to reduce risk and ambiguity. Humane Orientation (HO): it is the degree to which individuals in societies encourage and reward individuals for being fair, altruistic, friendly, generous, caring, and kind. In-group Collectivism (GC): it is the degree to which individuals express cohesiveness in their families or close groups. Institutional collectivism (IC): it reflects the degree to which societal institutional practices encourage and reward collective distribution of resources and collective action. Gender egalitarianism (GE): it refers to the extent to which a society promotes gender equality and minimizes differences. Assertiveness (A): it is the degree to which individuals in societies are confrontational and tough in social relationships. In societies with high assertiveness cultural scores, harmony is less emphasized than expressing ones' opinions directly and frankly.
- 54. How do cultural differences in software development teams influence the development lifecycle? Our findings suggest that the impact is nuanced, with both positive and negative effects, contingent on the level of managerial effort invested in managing these differences effectively. Our theoretical framework associates each effect to a specific context, allowing practitioners and researchers to identify the origin of the problem/benefit precisely. R e s u l t s Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Performance Orientation Dispersion Misunderstanding during communication [Negative] Rise Conflict [Negative] Could cause ... In-group Collectivism (High) Contributes to ... Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Create discussion groups that improve the development Provide idea for improving products Gender Egalitarianism Dispersion Organizing internal groups talking about diversities [Positive] [Positive] Contributes to ... Could cause ... Rise Conflict [Negative] Could cause ... Creating guidelines and organizing training Mitigates ... Assertiveness Dispersion Could cause ... Part of the team with In-group Collectivism (High) Misunderstanding during communication [Negative] Risk Hiding [Negative] Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Mitigates ... Mitigates ... Contributes to ... Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend
- 55. Implications for Researchers Broaden the framework by conducting further research using different cultural frameworks delve deeper into the existing categories within the framework by studying alternative strategies for mitigating the negative effects quantitatively investigate the impact of cultural dispersion on software development
- 56. Theory at Concepts Level It describes situations in which community members have divergent views on membership and loyalty to their team. In Group Collectivism Dispersion Theory R e s u l t s Productivity increased Team members became happier In-group Collectivism Dispersion Letting individualists being individualists [Extreme/Pair Programming] [Positive] [Positive] Rise Conflict [Negative] Makes it difficult to evaluate team member work and productivity [Negative] Could cause ... [Remote Working] Makes people who want to collaborate in individualism-oriented settings do not feel comfortable [Negative] It makes collaborative people isolate themselves and discourage [Negative] Mitigates ... Could cause ... No Mitigation Strategies Provided Dealing with Cultural Dispersion Negative Effect Positive Effect Strategy Context Co-starring Dimension Legend In-Group Collectivism
- 57. Theory at Concepts Level Assertiveness Dispersion Theory R e s u l t s Assertiveness Dispersion Could cause ... Part of the team with In-group Collectivism (High) Misunderstanding during communication [Negative] Risk Hiding [Negative] Moderating Communication Ending each meeting by clearly repeating the tasks and duties each person has to do Clearly communicate what types of risks need to be mitigated in groups and in isolation Training newcomers to handle cultural differences by creating guidelines Monitoring cultural variations Mitigates ... Mitigates ... Contributes to ... Assertiveness
- 58. Theory at Concepts Level Uncertainty Avoidance Dispersion Theory R e s u l t s Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Uncertainty Avoidance
- 59. Theory at Concepts Level Power Distance Dispersion Theory R e s u l t s Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Reduce Overlooking Increase Productivity Uncertainty Avoidance Dispersion Getting people who express opposite behaviors to work together [Extreme/Pair Programming] [Positive] [Positive] Contributes to ... Could cause ... Power Distance
- 60. Theory at Concepts Level Performance Orientation Dispersion Theory R e s u l t s Power Distance Dispersion Information Hiding [Negative] Lose Trust [Negative] Could cause ... [Leader Assertiveness (High)] Contributes to ... Performance Orientation Dispersion Misunderstanding during communication [Negative] Rise Conflict [Negative] Could cause ... In-group Collectivism (High) Contributes to ... Performance Orientation
- 61. Theory at Concepts Level Gender Egalitarianism Dispersion Theory R e s u l t s Create discussion groups that improve the development Provide idea for improving products Gender Egalitarianism Dispersion Organizing internal groups talking about diversities [Positive] [Positive] Contributes to ... Could cause ... Rise Conflict [Negative] Could cause ... Creating guidelines and organizing training Mitigates ... Gender Egalitarianism