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This article investigates how work complexity, as perceived by Information Technology (IT) employees, influences team performance, and examines the role played by shared leadership. The findings of this study that collected data from 204 IT employees in South Africa show that perceived work complexity negatively predicts team performance while shared leadership negatively predicts perceived work complexity and positively predicts team performance. [ABSTRACT FROM AUTHOR]

Background: Knowledge is a crucial asset for organisations to gain sustainable competitive advantage. Software development organisations are trying their best to promote teamwork in projects to improve information technology (IT) project success. Team members working in the same projects interact more often to share the progress of their assigned tasks and to share their expertise and experiences for them to deliver the projects successfully within the triple constraints of time, scope and cost. Objectives: This study was undertaken to explore the measuring of knowledge sharing behaviour among software development teams. The study is therefore aimed at measuring the intentions of software development teams in knowledge sharing and how that can affect the success of IT projects. Method: Four software development organisations in South Africa participated successfully in this research study. This is a quantitative research study with a response rate of 53%. Expert sampling was used to get rich data from experts in the field of IT. Data were collected using an online questionnaire. Results: Results have revealed that employee attitudes are the main drivers of knowledge sharing behaviour and employees are not willing to share their knowledge if they are not compensated to do so. It was revealed that knowledge capture is not significant at all and these findings were contradicting with the current literature and further research is required. Conclusion: For organisations to be competitive, it is crucial for them to manage their knowledge effectively. Software development organisations are trying their best to promote teamwork in projects in order to improve IT project success. Project managers can focus on creating reward systems to motivate their project teams to share knowledge. [ABSTRACT FROM AUTHOR]

Different types of loading due to traffic may act on bridges. The focus of this paper is on normal traffic loading according to the South African specification TMH7 (Committee of State Road Authorities 1988). TMH7 represents the code of practice for the design of highway bridges and culverts in South Africa. The aim of the paper is to provide additional insight into the effect of normal traffic loading patterns on the flexural analysis of skew bridges. This is necessary since TMH7 does not explicitly specify application patterns for normal traffic loading. Only the intensity of normal traffic loading is specified and it should be applied to yield the most adverse effects. In this paper a set of so-called "standard application patterns" are investigated and compared with the application patterns that yield the most adverse effects. The patterns are compared for flexural effects in selected design regions of the bridge deck. Numerical experiments were performed and are presented for a typical single-span bridge deck. The results of the numerical experiments are compared as the angle of skew of the bridge deck increases. [ABSTRACT FROM AUTHOR]