The stresses of knowledge transfer and knowledge management are especially prevalent in the software industry. The time and increasing cost pressures of global software development amplify and make more challenging the issues of globalization affecting every high technology business today. The need for real-time process, system and knowledge management integration across globally-based development teams is critically important if software applications are to be launched on schedule and seen as relevant to the changing computer user’s needs (Gibbs, 2009). Compounding the data, knowledge and process management aspects of a globalized development strategy that many companies including Microsoft has long relied on (Cusumano, Selby, 1997) are the cultural constraints as well as defined by Hofstede as cultural dimensions (Hofstede, 1998). Simply put, the formation of a global development team is very difficult. Its complexity is compounded by the ethical considerations of sharing knowledge globally to ensure equality of opportunity for all geographies and all programmers, making sure ethnocentrism does not take hold (Tekleab, Quigley, Tesluk, 2009). The intent of this paper is to analyze how global software development teams can be formed to ensure the highest performance possible while also taking into account the ethical considerations of globalization.