Folding and Unfolding: Balancing Openness and Transparency in Open Source Communities

Published Online:https://doi.org/10.1287/isre.2016.0646

References

  • Bagozzi RP, Dholakia UM (2006) Open source software user communities: A study of participation in Linux user groups. Management Sci. 52(7):1099–1115.LinkGoogle Scholar
  • Bar M, Fogel K (2003) Open Source Development with CVS (Paraglyph Publishing, Scottsdale, AZ).Google Scholar
  • Barrett M, Heracleous L, Walsham G (2013) A rhetorical approach to IT diffusion: Reconceptualizing the ideology-framing relationship in computerization movements. MIS Quart. 37(1): 201–220.CrossrefGoogle Scholar
  • Ben-Menahem S, von Krogh G, Erden Z, Schneider A (2016) Coordinating knowledge creation in multidisciplinary teams: Evidence from early-stage drug discovery. Acad. Management J. 59(4):1308–1338.CrossrefGoogle Scholar
  • Benkler Y (2002) Coase’s Penguin, or, Linux and the nature of the firm. Yale Law J. 112(3):369–446.CrossrefGoogle Scholar
  • Benkler Y (2004) Sharing nicely: On shareable goods and the emergence of sharing as a modality of economic production. Yale Law J. 114(2):273–358.CrossrefGoogle Scholar
  • Bergquist M, Ljungberg J (2001) The power of gifts: Organising social relationships in open source communities. Inform. Systems J. 11(4):305–320.CrossrefGoogle Scholar
  • Berliner B (1990) CVS II: Parallelizing software development. Proc. USENIX Winter 1990 Tech. Conf., Washington, DC, Vol. 341, 352–363.Google Scholar
  • Bonaccorsi A, Rossi C (2003) Why open source software can succeed. Res. Policy 32(7):1243–1258.CrossrefGoogle Scholar
  • Boudreau K (2010) Open platform strategies and innovation: Granting access vs. devolving control. Management Sci. 56(10): 1849–1872.LinkGoogle Scholar
  • Butler T (1998) Towards a hermeneutic method for interpretive research in information systems. J. Inform. Tech. 13(4):285–300.CrossrefGoogle Scholar
  • Campbell-Kelly M, Garcia-Swartz DD (2009) Pragmatism, not ideology: Historical perspectives on IBM’s adoption of open-source software. Inform. Econom. Policy 21(3):229–244.CrossrefGoogle Scholar
  • Casadesus-Masanell R, Ghemawat P (2006) Dynamic mixed duopoly: A model motivated by Linux vs. Windows. Management Sci. 52(7):1072–1084.LinkGoogle Scholar
  • Choi N, Chengalur-Smith I, Nevo S (2015) Loyalty, ideology, and identification: An empirical study of the attitudes and behaviors of passive users of open source software. J. Assoc. Inform. Systems 16(8):674–706.Google Scholar
  • Clegg S, Kornberger M, Rhodes C (2005) Learning/Becoming/Organizing. Organization 12(2):147–167.CrossrefGoogle Scholar
  • Clemm G (1989) Replacing version-control with job-control. Proc. 2nd Internat. Workshop Software Configuration Management (ACM, New York), 162–169.CrossrefGoogle Scholar
  • Coleman G (2004) The political agnosticism of free and open source software and the inadvertent politics of contrast. Anthropological Quart. 77(3):507–519.CrossrefGoogle Scholar
  • Corbet J, Kroah-Hartman G, McPherson A (2013) Linux Kernel development: How fast it is going, who is doing it, what they are doing, and who is sponsoring it. Linux Foundation https://www.linuxfoundation.org/.Google Scholar
  • Cornford T, Shaikh M, Ciborra C (2010) Hierarchy, laboratory and collective: Unveiling Linux as innovation, machination and constitution. J. Assoc. Inform. Systems 11(12):809–837.Google Scholar
  • Crowston K, Howison J (2005) The social structure of free and open source software development. First Monday 10(2).CrossrefGoogle Scholar
  • Crowston K, Howison J (2006) Hierarchy and centralization in free and open source software team communications. Knowledge, Tech., Policy 18(4):65–85.CrossrefGoogle Scholar
  • Dabbish L, Stuart C, Tsay J, Herbsleb J (2012) Social coding in GitHub: Transparency and collaboration in an open software repository. Proc. ACM 2012 Conf. Comput. Supported Cooperative Work (ACM, New York), 1277–1286.CrossrefGoogle Scholar
  • D’Adderio L, Pollock N (2014) Performing modularity: Competing rules, performative struggles and the effect of organizational theories on the organization. Organ. Stud. 35(12):1813–1843.CrossrefGoogle Scholar
  • Dafermos G (2001) Management and virtual decentralized networks: The Linux project. First Monday 11(6).Google Scholar
  • Daffara C, Gonzalez-Barahona JM (2010) Open source software for open government agencies. Lathrop D, Ruma L, eds. Open Government (O’Reilly Media, Sebastopol, CA), 345–362.Google Scholar
  • Dahlander L (2007) Penguin in a new suit: A tale of how de novo entrants emerged to harness free and open source software communities. Indust. Corporate Change 16(5):913–943.CrossrefGoogle Scholar
  • Dahlander L, Frederiksen L (2012) The core and cosmopolitans: A relational view of innovation in user communities. Organ. Sci. 23(4):988–1007.LinkGoogle Scholar
  • Dahlander L, Gann DM (2010) How open is innovation? Res. Policy 39(6):699–709.CrossrefGoogle Scholar
  • Dahlander L, O’Mahony S (2011) Progressing to the center: Coordinating project work. Organ. Sci. 22(4):961–979.LinkGoogle Scholar
  • David PA, Shapiro JS (2008) Community-based production of open-source software: What do we know about the developers who participate? Inform. Econom. Policy 20(4):364–398.CrossrefGoogle Scholar
  • de Vaan M, Vedres B, Stark D (2015) Game changer: The topology of creativity. Amer. J. Sociol. 120(4):1144–1194.CrossrefGoogle Scholar
  • Deleuze G (1992) The Fold: Leibniz and the Baroque (University of Minnesota Press, Minneapolis).Google Scholar
  • Deleuze G, Strauss J (1991) The fold. Yale French Stud. 80:227–247.CrossrefGoogle Scholar
  • Deodhar SJ, Saxena KBC, Gupta RK, Ruohonen M (2012) Strategies for software-based hybrid business models. J. Strategic Inform. Systems 21(4):274–294.CrossrefGoogle Scholar
  • Economides N, Katsamakas E (2006) Two-sided competition of proprietary vs. open source technology platforms and the implications for the software industry. Management Sci. 52(7): 1057–1071.LinkGoogle Scholar
  • Eisenhardt KM, Graebner ME (2007) Theory building from cases: Opportunities and challenges. Acad. Management J. 50(1):25–32.CrossrefGoogle Scholar
  • Endres ML, Endres SP, Chowdhury SK, Alam I (2007) Tacit knowledge sharing, self-efficacy theory, and application to the open source community. J. Knowledge Management 11(3):92–103.CrossrefGoogle Scholar
  • Felin T, Zenger TR (2014) Closed or open innovation? Problem solving and the governance choice. Res. Policy 43(5):914–925.CrossrefGoogle Scholar
  • Feller J, Fitzgerald B (2000) A framework analysis of the open source software development paradigm. Orlikowski W, Weill P, Ang S, Krcmar H, eds. 21st Internat. Conf. Inform. Systems (ICIS 2000), Brisbane, Australia, 58–69.Google Scholar
  • Feller J, Fitzgerald B (2002) Understanding Open Source Software Development (Addison-Wesley, London).Google Scholar
  • Feller J, Fitzgerald B, van der Hoek A (2002) Open source software engineering. IEE Proc.—Software 149(1):1–2.CrossrefGoogle Scholar
  • Fitzgerald B (2005) Has open source a future? Feller J, Fitzgerald B, Hissam S, Lakhani K, eds. Perspectives on Free and Open Source Software (MIT Press, Cambridge, MA), 121–140.Google Scholar
  • Fitzgerald B (2006) The transformation of open source software. MIS Quart. 30(3):587–598.CrossrefGoogle Scholar
  • Fitzgerald B, Feller J (2002) A further investigation of open source software: Community, co-ordination, code quality and security issues. Inform. Systems J. 12(1):3–6.CrossrefGoogle Scholar
  • Flyvbjerg B (2006) Five misunderstandings about case-study research. Qualitative Inquiry 12(2):219–245.CrossrefGoogle Scholar
  • Fogel K (1999) Open Source Development with CVS (Coriolis Open Press, Scottsdale, AZ).Google Scholar
  • Gacek C, Arief B (2004) The many meanings of open source. Software, IEEE 21(1):34–40.CrossrefGoogle Scholar
  • Gadamer HG (1988) On the circle of understanding. Conolly JM, Keutner T, eds. Hermeneutics Versus Science? Three German Views (University of Notre Dame Press, Notre Dame, IN), 68–78.Google Scholar
  • German DM (2003) The GNOME project: A case study of open source, global software development. Software Process: Improvement Practice 8(4):201–215.CrossrefGoogle Scholar
  • Glaser BG, Strauss A (1967) The Discovery of Grounded Theory: Strategies for Qualitative Research (Aldine, Chicago).Google Scholar
  • Grewal R, Lilien GL, Mallapragada G (2006) Location, location, location: How network embeddedness affects project success in open source systems. Management Sci. 52(7):1043–1056.LinkGoogle Scholar
  • Grune D (2003) Concurrent Versions System CVS. http://dickgrune.com/Programs/CVS.orig/.Google Scholar
  • Gurstein MB (2011) Open data: Empowering the empowered or effective data use for everyone? First Monday 16(2).CrossrefGoogle Scholar
  • Harrison S, Rouse E (2014) Let’s dance! Elastic coordination in creative group work: A qualitative study of modern dancers. Acad. Management J. 57(5):1256–1283.CrossrefGoogle Scholar
  • Hars A, Ou S (2002) Working for free? Motivations for participating in open-source projects. Internat. J. Electronic Commerce 6(3): 25–39.CrossrefGoogle Scholar
  • Heracleous L, Barrett M (2001) Organizational change as discourse: Communicative actions and deep structures in the context of information technology implementation. Acad. Management J. 44(4):755–778.CrossrefGoogle Scholar
  • Hertel G, Niedner S, Herrmann S (2003) Motivation of software developers in open source projects: An Internet-based survey of contributors to the Linux Kernel. Res. Policy 32(7):1159–1178.CrossrefGoogle Scholar
  • Hoegl M, Weinkauf K, Gemuenden HG (2004) Interteam coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study. Organ. Sci. 15(1):38–55.LinkGoogle Scholar
  • Howison J, Crowston K (2014) Collaboration through open superposition: A theory of the open source way. MIS Quart. 38(1): 29–50.CrossrefGoogle Scholar
  • Janssen M, Charalabidis Y, Zuiderwijk A (2012) Benefits, adoption barriers and myths of open data and open government. Inform. Systems Management 29(4):258–268.CrossrefGoogle Scholar
  • Jorgensen N (2001) Putting it all in the trunk: Incremental software development in the freebsd open source project. Inform. Systems J. 11(4):321–336.CrossrefGoogle Scholar
  • Kavanagh D, Araujo L (1995) Chronigami: Folding and unfolding time. Accounting, Management Inform. Tech. 5(2):103–121.CrossrefGoogle Scholar
  • Kellogg KC (2009) Operating room: Relational spaces and microinstitutional change in surgery. Amer. J. Sociol. 115(3):657–711.CrossrefGoogle Scholar
  • Kelty CM (2008) Two Bits: The Cultural Significance of Free Software (Duke University Press, Durham, NC).CrossrefGoogle Scholar
  • Kilpi T (1997) New challenges for version control and configuration management: A framework and evaluation. IEEE Comput.: 1st Euromicro Working Conf. Software Maintenance Reengineering (CSMR ’97) (IEEE, Berlin), 33–41.CrossrefGoogle Scholar
  • Koch S, Schneider G (2000) Results from software engineering research into open source development projects using public data. Hansen HR, Janko WH, eds. Tätigkeitsfeld Informationsverarbeitung und Informationswirtschaft, 1–14.Google Scholar
  • Koch S, Schneider G (2002) Effort, cooperation and coordination in an open source software project: GNOME. Inform. Systems J. 12(1):27–42.CrossrefGoogle Scholar
  • Kogut B, Metiu A (2001) Open-source software development and distributed innovation. Oxford Rev. Econom. Policy 17(2): 248–264.CrossrefGoogle Scholar
  • Krishnamurthy S, Tripathi AK (2009) Monetary donations to an open source software platform. Res. Policy 38(2):404–414.CrossrefGoogle Scholar
  • Lakhani K, von Hippel E (2003) How open source software works: “Free” user-to-user assistance. Res. Policy 32(6):923–943.CrossrefGoogle Scholar
  • Lakhani KR, Wolf RG (2005) Why hackers do what they do: Understanding motivation and effort in free/open source software projects. Feller J, Fitzgerald B, Hissam S, Lakhani KR, eds. Perspectives on Free and Open Source Software (MIT Press, Cambridge, MA), 3–22.CrossrefGoogle Scholar
  • Laurent AMS (2004) Understanding Open Source and Free Software Licensing (O’Reilly, Sebastopol, CA).Google Scholar
  • Lave J, Wenger E (1991) Situated Learning: Legitimate Peripheral Participation (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Lee GK, Cole RE (2003) From a firm-based to a community-based model of knowledge creation: The case of the Linux Kernel development. Organ. Sci. 14(6):633–649.LinkGoogle Scholar
  • Lerner J, Tirole J (2002) Some simple economics of the open source. J. Indust. Econom. 50(2):197–234.CrossrefGoogle Scholar
  • Lerner J, Tirole J (2005) The scope of open source licensing. J. Law, Econom., Organ. 21(1):20–56.CrossrefGoogle Scholar
  • Ljungberg J (2000) Open source movements as a model for organizing. Eur. J. Inform. Systems 9(4):208–216.CrossrefGoogle Scholar
  • Lok J, de Rond M (2013) On the plasticity of institutions: Containing and restoring practice breakdowns at the Cambridge University boat club. Acad. Management J. 56(1):185–207.CrossrefGoogle Scholar
  • MacCormack A, Rusnak J, Baldwin CY (2006) Exploring the structure of complex software designs: An empirical study of open source and proprietary code. Management Sci. 52(7):1015–1030.LinkGoogle Scholar
  • Masum H (2001) Reputation layers for open source development. Feller J, Fitzgerald B, van der Hoek A, eds. Making Sense of the Bazaar: Proc. 1st Workshop Open Source Software Engrg., Toronto, 1–3.Google Scholar
  • Moody G (2001) Rebel Code: Linux and the Open Source Revolution (Penguin, London).Google Scholar
  • Oh W, Jeon S (2007) Membership herding and network stability in the open source community: The Ising perspective. Management Sci. 53(7):1086–1101.LinkGoogle Scholar
  • Olson M (2005) Dual licensing. DiBona C, Stone M, Cooper D, eds. Open Sources 2.0: The Continuing Evolution (O’Reilly, Sebastopol, CA), 71–90.Google Scholar
  • O’Mahony S, Ferraro F (2007) The emergence of governance in an open source community. Acad. Management J. 50(5):1079–1106.CrossrefGoogle Scholar
  • Oram A (2011) Promoting open source software in government: The challenges of motivation and follow-through. J. Inform. Tech. Politics 8(3):240–252.CrossrefGoogle Scholar
  • O’Reilly T (1999) Open Sources: Voices from the Open Source Revolution (O’Reilly, Boston).Google Scholar
  • O’Reilly T (2010) Government as a platform. Lathrop D, Ruma L, eds. Open Government (O’Reilly Media, Sebastopol, CA), 11–39.Google Scholar
  • Osterloh M, Rota S (2007) Open source software development—Just another case of collective invention? Res. Policy 36(2):157–171.CrossrefGoogle Scholar
  • Phillips N, Brown JL (1993) Analyzing communication in and around organizations: A critical hermeneutic approach. Acad. Management J. 36(6):1547–1576.CrossrefGoogle Scholar
  • Powell A (2012) Democratizing production through open source knowledge: From open software to open hardware. Media, Culture Soc. 34(6):691–708.CrossrefGoogle Scholar
  • Prasad A (2002) The contest over meaning: Hermeneutics as an interpretive methodology for understanding texts. Organ. Res. Methods 5(1):12–33.CrossrefGoogle Scholar
  • Raymond E (1999) The Cathedral and the Bazaar: Musings on Linux and Open Source by an Accidental Revolutionary (O’Reilly, Sebastopol, CA).CrossrefGoogle Scholar
  • Raymond ES, Trader WC (1999) Linux and open-source success. IEEE Software 16(1):85–89.CrossrefGoogle Scholar
  • Roberts J, Hann I-H, Slaughter S (2006) Understanding the motivations, participation, and performance of open source software developers: A longitudinal study of the Apache projects. Management Sci. 52(7):984–999.LinkGoogle Scholar
  • Scacchi W, Alspaugh TA (2012) Understanding the role of licenses and evolution in open architecture software ecosystems. J. Systems Software 85(7):1479–1494.CrossrefGoogle Scholar
  • Schweik C (2003) The institutional design of open source programming: implications for addressing complex public policy and management problems. First Monday 8(1).CrossrefGoogle Scholar
  • Setia P, Rajagopalan B, Sambamurthy V, Calantone R (2012) How peripheral developers contribute to open-source software development. Inform. Systems Res. 23(1):144–163.LinkGoogle Scholar
  • Shah SK (2006) Motivation, governance, and the viability of hybrid forms in open source software development. Management Sci. 52(7):1000–1014.LinkGoogle Scholar
  • Shaikh M (2015) Embedding penguins into the company: Sourcing the “right” sauce. Acad. Management Annual Meeting, Vancouver.CrossrefGoogle Scholar
  • Shaikh M, Cornford T (2003) Version management tools: CVS to BK in the Linux Kernel. Feller J, Fitzgerald B, Hissam SA, Lakhani K, eds. 25th Internat. Conf. Software Engrg.—Taking Stock of the Bazaar: The 3rd Workshop Open Source Software Engrg., Portland, OR, 127–132.Google Scholar
  • Sharma S, Sugumaran V, Rajagopalan B (2002) A framework for creating hybrid-open source software communities. Inform. Systems J. 12(1):7–26.CrossrefGoogle Scholar
  • Singh PV, Phelps C (2013) Networks, social influence, and the choice among competing innovations: Insights from open source software licenses. Inform. Systems Res. 24(3):539–560.LinkGoogle Scholar
  • Spaeth S, von Krogh G, He F (2015) Research note—Perceived firm attributes and intrinsic motivation in sponsored open source software projects. Inform. Systems Res. 26(1):224–237.LinkGoogle Scholar
  • Stallman R (1984) The GNU manifesto. http://www.gnu.org/gnu/manifesto.html.Google Scholar
  • Stallman R (1999a) The free software definition. http://www.gnu.org/philosophy/free-sw.html.Google Scholar
  • Stallman R (1999b) The GNU operating system and the free software movement. DiBona C, Ockman S, Stone M, eds. Open Sources: Voices from the Open Source Revolution (O’Reilly, Sebastopol, CA), 53–70.Google Scholar
  • Stallman RM (2002) Free Software, Free Society: Selected Essays of Richard M. Stallman (Free Software Foundation, Boston).Google Scholar
  • Stewart D (2005) Social status in an open-source community. Amer. Sociol. Rev. 70(5):823–842.CrossrefGoogle Scholar
  • Stewart KJ, Gosain S (2006) The impact of ideology on effectiveness in open source software development teams. MIS Quart. 30(2):291–314.CrossrefGoogle Scholar
  • Stewart KJ, Ammeter AP, Maruping LM (2006) Impacts of license choice and organizational sponsorship on user interest and development activity in open source software projects. Inform. Systems Res. 17(2):126–144.LinkGoogle Scholar
  • Strauss A, Corbin J (1998) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory (Sage Publications, Thousand Oaks, CA).Google Scholar
  • Streeter LA, Kraut RE, Lucas HC, Caby L (1996) How open data networks influence business performance and market structure. Comm. ACM 39(7):62–73.CrossrefGoogle Scholar
  • Suddaby R (2006) What grounded theory is not. Acad. Management J. 49(4):633–642.CrossrefGoogle Scholar
  • Torvalds L (1999) The Linux edge. DiBona C, Ockman S, Stone M eds. Open Sources: Voices from the Open Source Revolution (O’Reilly, Sebastopol, CA), 101–111.CrossrefGoogle Scholar
  • Torvalds L, Diamond D (2001) Just for Fun: The Story of an Accidental Revolutionary (Harper Collins, New York).Google Scholar
  • Tullio DD, Staples DS (2014) The governance and control of open source software projects. J. Management Inform. Systems 30(3):49–80.CrossrefGoogle Scholar
  • Van Maanen J (1979) The fact of fiction in organizational ethnography. Admin. Sci. Quart. 24(4):539–550.CrossrefGoogle Scholar
  • van Oorschot KE, Akkermans H, Sengupta K, Van Wassenhove LN (2013) Anatomy of a decision trap in complex new product development projects. Acad. Management J. 56(1):285–307.CrossrefGoogle Scholar
  • Vedres B, Stark D (2010) Structural folds: Generative disruption in overlapping groups. Amer. J. Sociol. 115(4):1150–1190.CrossrefGoogle Scholar
  • von Hippel E, von Krogh G (2003) Open source software and the “private-collective” innovation model: Issues for organization science. Organ. Sci. 14(2):209–223.LinkGoogle Scholar
  • von Hippel E, von Krogh G (2006) Free revealing and the private-collective model for innovation incentives. R&D Management 36(3):295–306.CrossrefGoogle Scholar
  • von Hippel E, von Krogh G (2016) Crossroads—Identifying viable “need–solution pairs”: Problem solving without problem formulation. Organ. Sci. 27(1):207–221.LinkGoogle Scholar
  • von Krogh G, Spaeth S (2007) The open source software phenomenon: Characteristics that promote research. J. Strategic Inform. Systems 16(3):236–253.CrossrefGoogle Scholar
  • von Krogh G, von Hippel E (2006) The promise of research on open source software. Management Sci. 52(7):975–983.LinkGoogle Scholar
  • von Krogh G, Spaeth S, Lakhani KR (2003) Community, joining, and specialization in open source software innovation: A case study. Res. Policy 32(7):1217–1241.CrossrefGoogle Scholar
  • von Krogh G, Haefliger S, Spaeth S, Wallin W (2012) Carrots and rainbows: Motivation and social practice in open source software development. MIS Quart. 36(2):649–676.CrossrefGoogle Scholar
  • Weber S (2004) The Success of Open Source (Harvard University Press, Cambridge, MA).CrossrefGoogle Scholar
  • West J (2003) How open is open enough? Melding proprietary and open source platform strategies. Res. Policy 32(7):1259–1285.CrossrefGoogle Scholar
  • West J (2007) Seeking open infrastructure: Contrasting open standards, open source and open innovation. First Monday 12(6).CrossrefGoogle Scholar
  • West J, Bogers M (2014) Leveraging external sources of innovation: A review of research on open innovation. J. Product Innovation Management 31(4):814–831.CrossrefGoogle Scholar
  • West J, Gallagher S (2006) Challenges of open innovation: The paradox of firm investment in open source software. R&D Management 36(3):315–328.CrossrefGoogle Scholar
  • Wright AL, Zammuto RF (2013) Wielding the willow: Processes of institutional change in English county cricket. Acad. Management J. 56(1):308–330.CrossrefGoogle Scholar
  • Yin R (1981) The case study crisis: Some answers. Admin. Sci. Quart. 26(1):58–65.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.