【導讀】andmanagement(RMMM)activities.

　　

【正文】 izational plan: Design of a shared interanizational plan to address risks that are likely to be missed inside individual anizations, or will affect multiple anizations in different ways, or will affect cooperation and collaboration more than individual anizations. (3) A structure for mediation and resolution: Establishment of a structure for administration and management of the shared plan and (perhaps separately) for conflict resolution, to mediate or arbitrate conflicting anizational interests. The above layered approach can be effective only if acpanied by ongoing implementation activities, including collaborationaware RMMM reviews. Ⅵ THREE CRITICAL RISK FACTORS: TRUST, CULTURE, AND COMMUNICATION Successful identification, categorization, and evaluation of risk factors that arise in the collaborative software development domain are key challenges to software projects. Even though the majority of the traditional risk factors apply to CSD and some additional factors have been identified in the literature, there is a further need to systematically identify, characterize, and classify them and to support their effective treatment in RMMM plans for largescale, highrisk collaborative development. There are three primary interacting factors that differ substantially between traditional software development and collaborative software development, and each has important consequences for CSD risk analysis: trust, culture, and munication. The importance of these factors was initially identified from a synthesis of prior research and best industry practices (Kayworth and Leidner, 202002, Johnson et al., 2020) and were then confirmed by our own exploratory field study, which included 80 projects in 15 panies (Mohtashami, forthing). More specifically, our empirical study confirms that munication, cultural familiarity, and trust are three of the four most important factors in CSD success. Likewise, these factors are three of the most important risk factors for collaborative development. The practice of structured, rigorous risk management is the fourth and most critical factor. Differences in culture are primarily a risk source (an origin for problems), whereas trust is primarily a risk driver (a manifestation of an existing problem). Communication can be a source (., mistranslation of requirements) or a driver (manifesting lack of management support), or both. Each of these three factors is described in some detail below. 1. Trust The single most important ingredient of successful supply chain management may well be a trusting relationship between partners ..., where each party in the chain has mutual confidence in other members39。 capabilities and actions. Without a good relationship, all of the other systems ... cannot function effectively. (Handfield and Nichols, 1999) Trust can in part pensate for deficiencies of IT structure and partners39。 practices (Chopra and Meindl, 2020).Thus, a satisfactory CRMP must facilitate the monitoring of collaboration and the presence or lack of trust between the parties. An alignment of individual anizational goals with the collaborative goal is a prerequisite trust and munication suffer if there is an apparent conflict of interests. The absence of a proper level of trust is a primary reason for a large percentage (40 to 70 percent) of collaboration failure (Williams, 1997。 Qureshi and Zigurs, 2020). Lack of trust also leads to a lowered level of verbal munication (Infante et al., 1993). The establishment of trust also affects anizational learning. As trust increases, people exchange information in more detail and more freely。 they are more willing to learn from one another and to adjust to cultural and other differences or idiosyncrasies. Collaboration involves trust and partner predictability which are functions of both individual and collective business behaviors critical in establishing collaboration relationships, managing shared processes, handling critical exceptions, and in fostering innovation. (SCMCouncil, 2020) Risk identification and analysis must therefore identify risks to trust. Major problems arise in failure of effective collaboration in vision (failure to establish mon goals), management (failure to establish or use patible technical and business processes), project deposition and integration (failure to establish proper boundaries between ponents), munication (failure to establish channels, protocols, and expectations for munication, so that all parties are confident that important munication will occur, while protecting property rights and security), and/or culture and trust (failure to establish familiarity with collaborating anizations both technical staff and management and their cultures). 2. Culture Cultural differences, whether social or anizational, are a significant source of mistrust. Among other problems, these differences may foster tendencies toward opportunism and may lead in turn to misuse of power. The social nature of knowledge and learning implies that culture and language will affect how people craft and share knowledge with other members of the anization. Moreover, social, professional, and anizational cultures will each have noticeable and distinct but interacting effects. Culture also affects employees39。 investment in education, knowledge, and training (Massey et al., 2020), which can itself be a significant source of mistrust. Any CRMP must address cultural differences, whether social, professional, anizational, or arising from differences in language and idioms. Management of Organizational and Social Cultural Differences. Management must act to tame the effect of these differences. Johnson et al. (2020) emphasize the importance of the culture39。s effect on collaborating agencies。 understanding cultural differences is the first step toward mitigating the disabling effe