@article {783,
	title = {Toward Understanding the Capability Cycle of Software Process Improvement: A Case Study of a Software Service Company},
	year = {2008},
	month = {2008},
	pages = {379 - 381},
	abstract = {The emergence of a service economy facilitates proliferation of software service companies (SSCs), small firms offering various software services such as software maintenance, testing, and customization. Given the unique characteristics of SSCs (i.e.,
 small-scale projects, limited resources, strong customer dependency, etc.), software process improvement (SPI) in SSCs faces
 additional challenges. Based on Helfat and Peteraf{\textquoteright}s framework of a dynamic capability lifecycle, this study aims to understand
 how dynamic capabilities are developed to facilitate SPI implementation, and how these capabilities can be maintained and
 transformed in a changing context. An in-depth interpretive case study was conducted in a SSC, namely SGSC, which is the an
 offshore software service center of a leading U.S. document management company, Xerox Corporation. Drawing insights from the
 framework, this study demonstrates the evolution of key resources and dynamic capabilities as well as their impacts on the
 success of the SPI project.
 Responding to the ownership transfer from Xerox to Fuji Xerox group in 2005, the center decided to implement new SPI process.
 As shown in Figure 1, three capabilities (i.e., capability to strategize, capability to be flexible, and capability to integrate and engender trust) were built up during the first two phases (i.e., establishing direction and implementing SPI). Development of each capability
 was accomplished through some actions with the support of various resources.
 After development, capabilities can evolve over time (Zollo and Winter 2002). Two capabilities (capability to strategize and capability of integrate and engender trust) were maintained through regular exercise, which helps to refresh the company{\textquoteright}s memory and facilitate the creation of embedded
 knowledge. Besides being maintained, capabilities may also branch into different forms when external factors have a strong
 impact to alter the current development trajectory. At SGSC, ownership transfer resulted in a dramatic change in terms of
 external relationships and internal structure. With changes in the supporting resources, capabilities built up in previous
 phases were further transformed into different branches. Capability to be flexible was renewed because of better communication and sharing resources with external partners. Capability to strategize was also renewed after obtaining a long-term view from the new parent company. Figure 2 summarizes the life cycle of three
 capabilities in this study.
 By integrating theoretical perspective with empirical evidence, this paper contributes to both researchers and practitioners.
 For researchers, it constitutes one of the first empirical studies to extend Helfat and Peteraf{\textquoteright}s general framework of the
 capability life cycle by demonstrating how capabilities can be transformed through altered resources over time. Moreover,
 this study advances the SPI literature by suggesting a conceptual framework for SPI implementation in a small-scale, service-oriented
 company. Practically, this study provides invaluable suggestions to managers on how firms can successfully implement SPI strategy
 when facing dramatic changes in the external environment or internal structure.
},
	url = {http://dx.doi.org/10.1007/978-0-387-09768-8_33},
	author = {Tong, Yu and Xu, Lingling and Shan Ling Pan}
}
@article {365,
	title = {The Tension Between Expectations of Availability and the Reality of Availability in Hybrid Teams},
	year = {2007},
	pages = {119 - 131},
	abstract = {The demands of the global world increasingly dictate that people travel in order to conduct work. Oftentimes, this means that team members are neither strictly here nor there. Teams such as these are hybrids, where members alternate between co-located and distributed contexts. The pervasive nature of information and communication technologies, however, continues to impose an expectation of availability on the team members even as they travel. In this paper, we take a reflexive research stance to inform our understanding of the complexities of accomplishing knowledge work within a hybrid team configuration. An illustrative case highlights issues and outcomes associated with member availability that arose during the writing of a research paper. Categorical reasons for member unavailability are identified and contrasted with the expectation of availability. We suggest that the issues and conflict we experienced may be traced to the ambiguous nature of the task and the early project phase requiring problem for mulation.},
	doi = {10.1007/978-0-387-73025-7_10},
	author = {Ocker, Rosalie and Huang, Haiyan and Trauth, Eileen and Purao, Sandeep}
}
@article {841,
	title = {Twenty Years of Applying Grounded Theory in Information Systems: A Coding Method, Useful Theory Generation Method, or an Orthodox Positivist Method of Data Analysis?},
	year = {2004},
	pages = {649-650},
	publisher = {Kluwer Academic Publishers},
	address = {Norwell, MA},
	author = {Bryant, Tony and Hughes, Jim and Michael D. Myers and Trauth, E.M. and Cathy Urquhart},
	editor = {Bonnie Kaplan and Duane P. Truex and Wastell, David and Wood-Harper, A T and Janice I. DeGross}
}
@article {274,
	title = {Twenty Years of Applying Grounded Theory in Information Systems: A Coding Method, Useful Theory Generation Method, or an Orthodox Positivist Method of Data Analysis ?},
	year = {2004},
	month = {2004},
	pages = {649 - 650},
	url = {http://dx.doi.org/10.1007/1-4020-8095-6_35},
	author = {Bryant, Tony and Hughes, Jim and Myers, Michael and Trauth, Eileen and Cathy Urquhart}
}
@article {DBLP:conf/ifip8-2/AaenSST92,
	title = {A Tale of Two Countries: Case Experiences and Expectations},
	year = {1992},
	pages = {61-93},
	author = {Ivan Aaen and Aila Siltanen and Carsten S{\o}rensen and Veil-Pekka Tahvanainen}
}
