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Abstract: As a growing number of firms outsource more of their professional services across geographic and temporal boundaries, one is faced with a corresponding need to examine the long-term ramifications on business and society. Some persons are convinced that cost considerations should reign as the predominant decision-making factor; others argue that outsourcing means permanent job loss; and still others believe outsourcing makes U.S. goods and services more competitive in the global marketplace. We assert that if outsourcing options need to be analyzed in detail with critical objectivity in order to derive benefits for the concerned constituencies.
Abstract: The term "24-Hour Knowledge Factory" connotes a globally distributed work environment in which members of the global team work on a project around the clock; each member of the team works the normal workday hours that pertain to his or her time zone. At the end of such a workday, a fellow team member located in a different time zone continues the same task. This creates the shift-style workforce that was originally conceived in the manufacturing sector. A globally distributed 24-hour call center is the simplest manifestation of this paradigm. The true example of the 24-hour factory paradigm discussed in this paper involves groups working together to accomplish a given set of deliverables, such as a software project, and transcending conventional spatial and temporal boundaries.
24-hour knowledge factory, information systems, collocated teams, offshoring, outsourcing, innovation, group process
Abstract: This paper presents a knowledge-based approach to reducing impediments to collaboration in a distributed environment. A major impediment to such collaboration is the issue of communications - clearly and efficiently expressing the desires of every stakeholder in the process, as well as the major decisions and the rationale behind these decisions. The approach described in this paper, embodied in the MATE system, provides a framework for making these decisions in the engineering design process, by eliciting and capturing the goals and desires of every stakeholder in the design process through utility and expense functions. The system uses a four faceted knowledge-based approach of knowledge acquisition, discovery, management and repository to focus on various areas of functionality to be used in the design process. The MATE approach will be combined with the SSPARCy approach, also developed in this group, to address crucial applications that are today contingent on geographical proximity to occur with equal or superior effectiveness in a virtual world. While this paper analyzes a situation involving engineering design, the proposed knowledge-based approach is equally applicable to collaboration in business, healthcare, government, and other environments.
Collaboration, Design Rationale, Design of New Products, Knowledge Management, Knowledge Discovery, Transittion of Knowledge from One Version to Another, Automated Capture of Information
Abstract: The concept of offshoring of professional services first gained attention slightly over 25 years ago. At that time, US companies began to realize the cost-advantage of getting their computer software developed in India and other countries. The concept gained momentum with the advent of Internet and the availability of inexpensive communication technologies. Unrelated events, such as the need to address the Y2K problem, in a time-bound manner, further increased the use of computer personnel based in faraway places. Studies conducted by professional organizations, such as ACM, IEEE, and NSPE, focus on the cost and labor aspects of offshoring and its direct impact on employment opportunities in the countries involved. This paper broadens this perspective by emphasizing that the key drivers for offshoring will be strategic, not economic, over time. A formal mathematical model is presented to highlight the new trend. Further, instead of a binary model in which the work is performed in the country of the sponsoring organization or a different country, we will gradually see a new work paradigm in which the work is performed in a sequence in factories located in multiple continents of the world. Such 24-Hour Knowledge Factories can leverage factors beyond cost savings. One can employ professionals in multiple parts of the world, perform tasks at all times of the day, and bring new products and services quicker to the market. Just as the advent of multiple shifts allowed machines to be utilized round the clock leading to the benefits of the Industrial Revolution, the creation of new globally distributed workforces and global partnerships can lead to major strategic advantages for companies and countries alike.
24-hour knowledge factory, information systems, collocated teams, virtual distributed teams, offshoring, outsourcing, innovation, group process
Abstract: Many large-scale endeavors, especially the ones that need to be performed on an occasional basis, are performed on a de novo basis. Whether one is designing a spacecraft or a dam, or launching a sales campaign, each endeavor tends to have a life of its own. Very little knowledge, if any, is transferred from one business or engineering design endeavor to a successive one. This paper describes an approach that involves the acquisition of raw information from the keystrokes entered by the user while performing the primary activity. Such information is distilled to produce knowledge for future use, without imposing additional burden on human users involved in the first endeavor or the succeeding endeavors. The paper also describes a complementary approach that significantly reduces the time and effort spent by human beings in articulating their requirements, and specifically, in terms of delineating the indifference points among a set of feasible alternatives. Both these approaches have been validated in a complex multi-organizational situation related to spacecrafts. The approaches can be applied, either singly or jointly, to a broad class of business and engineering scenarios. They incorporate the notion of automated knowledge acquisition, discovery, management, and dissemination. The proposed approach is discussed in the context of supporting work-teams that are distributed both on geographic and temporal basis, thereby creating a "24-hour Knowledge Factory" environment.
Business Process Management; Knowledge Engineering; Multi-attribute Tradespace; Design Rationale; Utility Function.
Abstract: This paper presents a knowledge-based approach to facilitate the engineering design process relating to spacecrafts. Because the design evolves over a long time and typically involves individuals working at different locations and frequently for different organizations, the degree of collaboration across temporal and spatial boundaries plays a major role in determining the aggregate time and cost involved in each instance of spacecraft design. A major aspect of such collaboration is the issue of communications - the ability to clearly and efficiently explicate and record the detailed needs of every stakeholder in the process, as well as the major design decisions and the rationale behind these decisions. The approach described in this paper provides a framework for facilitating the decision-making process in engineering design, by eliciting and capturing the goals and requirements of every stakeholder in the design process through utility and expense functions. An interactive system has been designed that incorporates a four faceted knowledge-based framework of knowledge acquisition, knowledge discovery, knowledge management and knowledge dissemination to provide designers and stakeholders with the capability to develop an evolving knowledge repository about all aspects of the design process. This interactive system includes the ability to capture succeeding versions of the detailed design, with zero or minimal human involvement; the capability is provided by a set of algorithms collectively named as SSPARCy. A complimentary tool, called MIST, facilitates the Multi-Attribute Tradespace Exploration process by enabling stakeholders to express their goals and preferences in a formalized manner. The combination of MIST and SSPARCy paradigms enables one to transform crucial applications that are today contingent on geographical proximity to occur with equal or superior effectiveness in a virtual world. While this paper analyzes a situation involving engineering design of spacecrafts, the proposed knowledge-based approach can be readily adopted to facilitate other applications that involve sustained collaboration across geographic and corporate boundaries.
Knowledge Acquisition, Knowledge Management, Knowledge Discovery, Knowledge Dissemination, Engineering Design, Knowledge Based
Abstract: The 24-hour Knowledge Factory is introduced as a global work environment where work is passed between individuals in other time zones on a daily basis. The evolution of this model is described, from foundations in manufacturing to current implementations in software development. The effective management of information resources is critical to the success of this environment. A pilot study, conducted at IBM, utilized a set of advanced tools for gathering social and technical data from repositories as diverse as source control systems and team meeting minutes. This pilot study provides good insights into how the 24-hour Knowledge Factory concept will operate in a commercial setting. The paper concludes with a set of recommendations for leveraging information resources to achieve the ideal 24-hour Knowledge Factory.
Globalization of IS, Outsourcing of IS, Strategic IS Management, Knowledge Discovery, Software Management
Abstract: Recent academic and policy studies focus on offshoring as a cost-of-labor driven activity that has a direct impact on employment opportunities in the countries involved. This paper broadens this perspective by introducing and evaluating the 24-hour knowledge factory as a model of information systems offshoring that leverages other strategic factors beyond cost savings. A true 24-hour knowledge factory ensures that progress is being made on information systems related tasks at all times of day by utilizing talented information systems professionals around the globe. Many organizations currently implement other variants of offshoring that appear similar but are fundamentally distinct. The typical model is a service provider framework in which an offshore site provides service to the central site, often with two centers and a distinction between a primary center and secondary center. Entire tasks are often outsourced to the lower-cost overseas site and sent back when completed. In contrast, the 24-hour knowledge factory involves continuous and collaborative round-the-clock knowledge production achieved by sequentially and progressively distributing the knowledge creation task around the globe, completing one cycle every 24 hours. Thus, the 24-hour knowledge factory creates a virtual distributed team, in contrast to a team that is collocated in one site, either onshore or offshore. By organizing knowledge tasks in this way, the 24-hour knowledge factory has the potential to work faster, to provide cheaper solutions, and to achieve better overall performance. Previous studies have examined individual teams over time and explored various benefits of distributing work to distant teams, but have not directly compared the effect of collocation versus geographic distribution on the use of information systems and the overall performance over time of two real-world teams working on a similar task in controlled conditions. This paper highlights the concept of the 24-hour knowledge factory and tests the model in a controlled field experiment that directly compares the use of information systems and subsequent performance in collocated and globally distributed software development teams. The central finding is that while collocation versus geographic distribution changes the way teams use information systems and interact at key points during a project, each type of team has the potential to use information systems to leverage its inherent advantages, to overcome disadvantages, and ultimately, to perform equally well. In other words, one organizational structure is not inherently superior nor must structure pre-determine performance. Geographic distance introduces new challenges but these can be overcome - and even leveraged for strategic advantage. In sum, our findings suggest that firms can apply the 24-hour knowledge factory model to transition from a service provider framework in which offshoring is a short-term and unilateral cost-saving tactic to a strategic partnership between centers in which offshoring becomes a core component of a global corporate strategy.
Abstract: This paper presents a knowledge-based approach for capturing data and rationale, so that the experience and insights gained while pursuing a major project or endeavor can be utilized when pursuing future endeavors of a similar nature. The proposed approach, embodied in a concept demonstration prototype named SSPARCy, focuses on the means for capturing knowledge about the design process, including the evolving state of the design as well as the rationale behind major design decisions made over time. The system uses a four faceted knowledge-based approach of knowledge acquisition, discovery, management and repository to focus on various areas of functionality to be used in the design process. The proposed approach enables individuals and organizations to benefit from the experiences and lessons learned from previous processes, as well as facilitates the exchange of such knowledge throughout the design process.
Collaboration, Design Rationale, Knowledge Discovery
Abstract: A "24-Hour Knowledge Factory" involves a team distributed across three or more collaborating centers connected to each other by internet technology or by dedicated networks, with work on specific endeavors being performed on a round-the-clock basis. A white-collar professional could work in the US on a standard 9 am to 5 pm basis; at the end of his or her workday, the activity could be transferred to a colleague in Australia who works during daytime in that country; and, at the end of the latter's workday, the work could be transferred to a third colleague in Poland, who in turn could pass the baton 8 hours later to the first worker in the US. In this scenario, each member of the team would work during the normal workday hours that pertain to his or her time zone. The effective use of sequential workers in a 24-Hour Knowledge Factory requires that professional tasks be broken down to the level that individuals can work on them with minimal interaction with their peers. In addition, one requires new technological approaches that would reduce the effort involved in transitioning from one employee to the next. The latter aspect is facilitated by the concept of composite personae. A pair of technology prototypes was developed; these prototypes leverage internet-based capabilities to redefine the manner of sharing of knowledge. One prototype uses a web-based interactive system coupled with a unique data model to optimize collection and storage of design rationale and history from both stakeholders and workers. The other prototype presents an interaction model where multiple individuals can act as one "composite persona" when interacting with these systems on the internet, thereby allowing tasks and knowledge to be shared across the internet in a seamless manner, without the need for complex authentication and security models. The combination of these prototypes provides the foundation for an integrated internet-based system for implementing the 24-hour knowledge factory model. Further, a case study was conducted at IBM to observe the harbinger of a 24-hour knowledge factory in action and to determine the role that internet technology played in accomplishing the overall endeavor.
Abstract: The term "24-Hour Knowledge Factory" connotes a geographically dispersed team of workers in which members of the team are able to work on specific endeavors on a round-the-clock basis. A professional could work in the US on a standard 9 am to 5 pm basis. At the end of his or her workday, the activity is transferred to a colleague in China who works during daytime in that country. At the end of the latter's workday, the work is transferred to a third colleague in Poland or Romania, who in turn will pass the baton 8 hours later to the first worker in the US. Each member of the team works during the normal workday hours that pertain to his or her time zone. The use of sequential workers that underpins the concept of 24-Hour Knowledge Factory has some similarity to the shift-style workforce that evolved in the manufacturing sector as an adjunct to the industrial revolution. Just as the latter concept had a profound impact on the entire manufacturing sector, we argue that the concept of 24-Hour Knowledge Factory will have a major impact on the entire field of information systems, and that more research is needed in this area. The concept of 24-Hour Knowledge Factory is relevant for semi-structured work in both the IS arena as well as in other professional arenas such as finance, product development, marketing, and medicine. The proposed areas of research can help to create the IS infrastructure for supporting applications in these diverse arenas.
globally-dispersed teams, accelerated systems development, IT productivity, strategic reorientation
Abstract: Recent academic and policy studies focus on offshoring as a cost-of-labor driven activity that has a direct impact on employment opportunities in the countries involved. This paper broadens this perspective by introducing and evaluating the 24-hour knowledge factory as a model of information systems offshoring that leverages other strategic factors beyond cost savings. A true 24-hour knowledge factory ensures that progress is being made on information systems related tasks at all times of day by utilizing talented information systems professionals around the globe. Many organizations currently implement other variants of offshoring that appear similar but are fundamentally distinct. The typical model is a service provider framework in which an offshore site provides service to the central site, often with two centers and a distinction between a primary center and secondary center. Entire tasks are often outsourced to the lower-cost overseas site and sent back when completed. In contrast, the 24-hour knowledge factory involves continuous and collaborative round-the-clock knowledge production achieved by sequentially and progressively distributing the knowledge creation task around the globe, completing one cycle every 24 hours. Thus, the 24-hour knowledge factory creates a virtual distributed team, in contrast to a team that is collocated in one site, either onshore or offshore. By organizing knowledge tasks in this way, the 24-hour knowledge factory has the potential to work faster, to provide cheaper solutions, and to achieve better overall performance. Previous studies have examined individual teams over time and explored various benefits of distributing work to distant teams, but have not directly compared the effect of collocation versus geographic distribution on the use of information systems and the overall performance over time of two real-world teams working on a similar task in controlled conditions. This paper highlights the concept of the 24-hour knowledge factory and tests the model in a controlled field experiment that directly compares the use of information systems and subsequent performance in collocated and globally distributed software development teams. The central finding is that while collocation versus geographic distribution changes the way teams use information systems and interact at key points during a project, each type of team has the potential to use information systems to leverage its inherent advantages, to overcome disadvantages, and ultimately, to perform equally well. In other words, one organizational structure is not inherently superior nor must structure pre-determine performance. Geographic distance introduces new challenges but these can be overcome and even leveraged for strategic advantage. In sum, our findings suggest that firms can apply the 24-hour knowledge factory model to transition from a service provider framework in which offshoring is a short-term and unilateral cost-saving tactic to a strategic partnership between centers in which offshoring becomes a core component of a global corporate strategy.
Abstract: Recent academic and policy studies focus on off shoring as a cost-of-labor driven activity that has a direct impact on employment opportunities in the countries involved. This paper broadens this perspective by examining the 24-hour knowledge factory as a model of information systems off shoring that leverages other strategic factors beyond cost savings. A true 24-hour knowledge factory can ensure that progress is made on tasks at all times of day by utilizing three or more sets of information systems professionals, located at strategically selected locations around the globe. Some organizations today utilize a service provider framework in which an offshore site provides service to the central site. Entire tasks are often outsourced to the lower-cost overseas site and sent back when completed. In contrast, the 24-hour knowledge factory involves continuous and collaborative activities round-the-clock. By organizing tasks in this manner, the 24-hour knowledge factory offers the potential to reduce turnaround time to complete tasks, to reduce total costs, and to provide better overall performance. Previous studies have examined the performance of individual teams over time and have explored the benefits of distributing work to distant teams, but have not directly compared the effect of collocation versus geographic distribution in the context of the use of emerging information system technologies and methodologies. Since the concept of the 24-hour knowledge factory is still in the early stages of practice for semi-structured tasks, a controlled field experiment was conducted using two distributed centers in which the tasks were performed in a sequential manner. The use of information systems and the overall performance were studied using a collocated software development team and a distributed software development team. While the two teams used information systems in dissimilar ways at key points during a project, the overall performance of the two teams was largely similar at the macro level but differed at the micro level. In other words, one organizational structure is not inherently superior to the other, in terms of the ability to meet stated goals. While spatial and temporal separations introduce new challenges, these can be overcome with the deployment of appropriate collaboration technologies - and even leveraged for strategic advantage. In sum, our findings suggest that firms can apply the two-center and three-center work models to transition from a service provider framework in which off shoring is a short-term and unilateral cost-saving tactic to a strategic partnership between centers in which off shoring becomes a core component of the global corporate strategy.
Abstract: The term "24-Hour Knowledge Factory" connotes a geographically dispersed team of workers in which members of the team are able to work on specific endeavors on a round- the-clock basis. A professional could work in the US on a standard 9 am to 5 pm basis. At the end of his or her workday, the activity is transferred to a colleague in China who works during daytime in that country. At the end of the latter's workday, the work is transferred to a third colleague in Poland or Romania, who in turn will pass the baton 8 hours later to the first worker in the US. Each member of the team works during the normal workday hours that pertain to his or her time zone. The use of sequential workers that underpins the concept of 24-Hour Knowledge Factory has some similarity to the shift-style workforce that evolved in the manufacturing sector as an adjunct to the industrial revolution. Just as the latter concept had a profound impact on the entire manufacturing sector, we argue that the concept of 24-Hour Knowledge Factory will have a major impact on the entire field of information systems, and that more research is needed in this area. The concept of 24-Hour Knowledge Factory is relevant for semi-structured work in both the IS arena as well as in other professional arenas such as finance, product development, marketing, and medicine. The proposed areas of research can help to create the IS infrastructure for supporting applications in these diverse arenas.
Globally-dispersed Teams, Accelerated Systems Development, IT Productivity, Strategic Reorientation
Abstract: The relocation of knowledge work to emerging countries is leading to an increasing use of Globally Distributed Teams (GDT) engaged in complex tasks. In the present study, we investigate a particular type of GDT working ‘around the clock’: the 24 hours knowledge factory (Gupta, 2008). Adopting the productivity perspective on knowledge sharing (Haas and Hansen, 2005, 2007), we develop 11 hypotheses to compare technology use, knowledge sharing processes, and performance of a 24 hours knowledge factory with a co-located team. We conducted a quasi-experiment in IBM and collected both quantitative and qualitative data, over a period of 12 months, on a GDT and a co-located team. Both teams were composed of the same number of professionals, provided with the same technologies, engaged in similar tasks, and given similar deadlines. We found that they differed in their use of technologies and in knowledge sharing processes, but not in efficiency and quality of outcomes. We show how the co-located team and the GDT enacted a knowledge codification strategy and a personalization strategy respectively; in each case, they grafted elements of the other strategy in order to attain both knowledge re-use and creativity. We conclude by discussing theoretical contributions to knowledge sharing and GDT literatures, and by highlighting managerial implications to those organizations interested in developing a fully functional 24 hour knowledge factory.
Globally Distributed Teams, 24 hours knowledge factory, knowledge sharing
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