Introducing knowledge redundancy practice in software development: Experiences with job rotation in support work

Context: Job rotation is a widely known approach to increase knowledge redundancy but empirical evidence regarding introduction and adoption in software development is scant. A lack of knowledge redundancy is a limiting factor for collaboration, flexibility, and coordination within teams and within the organization. Objective: The scientific objective of this investigation was to explore benefits and challenges with improving knowledge redundancy among developers participating in job rotation. There were two practical objectives; (a) to establish customer support as a legitimate organizational function that would shield developers from support enquiries, and (b) to contribute to improved flexibility in project staffing by enabling overlapping product experience among developers. Method: We used action research to integrate organizational change with scientific inquiry. During a period of eighteen weeks, nine developers rotated to customer support. We collected data throughout the period of collaboration; in meetings, from comprehensive interviews, and from customer support work logs. Results: Perceptions of reduced efficiency and unnecessary redundancy outweighed benefits of shielding and learning about different products. Although there were strong indications of increased knowledge redundancy, the benefits were not sufficient to justify job rotation. Job rotation was abandoned after the trial period. Conclusions: Job rotation can contribute to improved knowledge redundancy. Benefits of knowledge redundancy include innovation stemming from integration of different knowledge domains and improved appreciation of organizational concerns. However, knowledge redundancy incurs a collective cost that must be amortized and legitimized by the organization. An adoption process that accommodates open and trustful discussion among all involved stakeholders is therefore encouraged.