Abstract
Information technology (IT) developments of large magnitude organize as collections of multiple projects into a single program, especially under dynamic conditions of market uncertainty that frequently change requirements or solutions midstream. Successful completion of an IT development program requires that the multiple teams work effectively together as well as independently in response to changes by relying on the differentiation of talent and knowledge available to the program manager. We consider and empirically support a model derived from principles in the multi-team systems (MTS) literature to determine the influence of differentiation among the IT program in the sharing of knowledge and information. The relationship from differentiation to program success is mediated by knowledge and information sharing, showing how to manage change through the dissemination of information and knowledge. Uncertainty of the market positively moderates the relation from differentiation among projects to information sharing. These findings contribute to the literature by empirically validating that MTS frameworks are exceptionally well suited for dealing with complex environments in the context of IT development.
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