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Ambidextrous coping strategies in globally distributed software development projects
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Communications of the ACM archive
Volume 49 ,  Issue 10  (October 2006) table of contents
SPECIAL ISSUE: Flexible and distributed software processes: old petunias in new bowls? table of contents
Pages: 35 - 40  
Year of Publication: 2006
ISSN:0001-0782
Authors
Gwanhoo Lee  Kogod School of Business at American University, Washington, D.C.
William DeLone  Kogod School of Business at American University, Washington, D.C.
J. Alberto Espinosa  Kogod School of Business at American University, Washington, D.C.
Publisher
ACM  New York, NY, USA
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ABSTRACT

Strategies for enhancing flexibility and rigor.


REFERENCES

Note: OCR errors may be found in this Reference List extracted from the full text article. ACM has opted to expose the complete List rather than only correct and linked references.

 
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Birkinshaw, J. and Gibson, C.B. Building ambidexterity into an organization. MIT Sloan Management Review 45, 4 (2004), 47--55.
 
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Espinosa, J.A., Cummings, J.N., Wilson, J.M., and Pearce, B.M. Team boundary issues across multiple global firms. J. Management Information Systems 19, 4 (2003).
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Strauss, A. and Corbin, J. Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. Thousand Oaks, London, U.K., 1998.


Collaborative Colleagues:
Gwanhoo Lee: colleagues
William DeLone: colleagues
J. Alberto Espinosa: colleagues