Open Source Software Teams Research Articles

Enhancing Hybrid OSS Development Through Agile Methods and High Media Synchronicity

Open source software (OSS) is increasingly being developed by hybrid teams that consist of a mix of company employees and volunteer developers. While hybrid OSS teams are becoming more prevalent, they also face unique challenges due to the involvement of different constituents. To address those challenges, this paper develops and validates a new organizing model. Specifically, the paper draws on media synchronicity theory (MST) to theorize that hybrid OSS teams would benefit from adopting an organizing model that involves practicing agile methods and using communication tools with multiple symbols sets and high transmission velocity. The paper also extends MST by conceptualizing the theory's key concept of communication convergence as consisting of two distinct dimensions: affective and cognitive convergence. Using primary survey data from hybrid OSS teams, the paper presents empirical evidence that such an organizing model can enhance those teams' affective convergence and cognitive convergence and, in turn, their development productivity and the quality of the software. In addition, the results show that affective convergence has a stronger impact on hybrid OSS teams' performance than cognitive convergence.

The Impact of Release Management on Open-Source Software Co-Creation

The open-source software (OSS) production model has been gaining ground and even expanding to a broader class of products. A central virtue of OSS is co-creation through contributions and feedback from the user community, yet our knowledge of how to coordinate and maximize the benefit of such co-creation for market success is limited. In this paper, we propose that deliberate product release timing can be an important capability to orchestrate open source community contributions and maximize their benefit. We develop, formalize, and estimate a dynamic structural model to study the impact of product release management as a coordinating mechanism in peer production. We find that a deliberate and moderate release frequency, contingent on the installed base of the project, its quality enhancement, and the license type of the software, contributes to project success. Our results show that it would be optimal for early-stage projects to release more often. As the installed base increases, it is beneficial to release less often. We also find that there exists a curvilinear (inverse-U) relationship between the release frequency and the community contributions. Hence, excessive releasing may risk exhausting the community. Furthermore, even though the project may benefit from a new release, there also exists a release cost. The OSS team then has to balance between the two by carefully managing the release pace. We also find that projects with different license types may have different optimal release timing. These results may have important implications for managing technology-enabled, crowd-based collaboration in open innovation communities beyond open-source software development, launch, and adoption.

Exploitation and Exploration Networks in Open Source Software Development: An Artifact-Level Analysis

Open source software (OSS) development is an increasingly important paradigm of software development. However, key aspects of OSS such as the determinants of project success and motivations of developers in joining these projects are not well understood. Based on organizational theory, we propose that OSS activities of patch development and feature request can be classified as exploitation (implementation-oriented) and exploration (innovation-oriented) activities, respectively. We empirically examine how the structure of social network affects the success of patch-development and feature-request networks in OSS projects, using a data set collected from the SourceForge database. Our results provide empirical support for the view that patch development and feature request are exploitation and exploration activities, respectively. Network structures differ due to team formation differences and have a differential impact on development success based on the type of activity. The concepts of ambidextrous developers and ambidexterity are explored in the context of OSS projects. Collectively, our results indicate that studying OSS projects at the artifact level could improve our understanding of OSS project success and team formation. This, in turn, could lead to better management of OSS projects.

STRUCTURAL CHANGES ASSOCIATED WITH TEMPORAL DISPERSION IN SOFTWARE DEVELOPMENT TEAMS: EVIDENCE FROM OPEN SOURCE SOFTWARE PROJECT TEAMS

Collaboration structure and temporal dispersion (TD) in teams have been studied independently so far. This study uses Media Synchronicity Theory (MST) to derive hypotheses positing that the structure of collaboration networks in distributed teams changes when those teams are more temporally dispersed. The empirical test of hypotheses using ordinary least squares with archival data from 230 open source software (OSS) projects shows that the collaboration structure networks of those OSS teams that are more temporally dispersed are sparser and more centralised, and these associations are stronger in those teams exhibiting higher relative performance. Theoretical and practical consequences are discussed.

Social networks and coordination performance of distributed software development teams

In this study, we explore the coordination performance of the geographically distributed software development teams by exploring OSS (Open Source Software) development dataset available through SourceForge.com. OSS team structures have traditionally been geographically dispersed and therefore, the coordination of post release activities such as testing efforts have been carried out by means of communication via electronic forms, such as email or message boards and forums. In our current communication-enriched environment, best practices for coordination are adopted by all software projects yet some still fail to achieve their target performance. Does team structure have any bearing on the performance outcome of the project? How does the communication between teams and their external parties affect ultimate success or failure of projects? We seek to answer above questions by applying existing theories and analytical methods from social networks for exploring the coordination performance of defect management activities found in OSS projects. We propose social networks based theoretical model for exploring distributed coordination structure and apply that for the case of OSS defect management process for exploring the structural properties, which induce the greatest coordination performance. The outcome of our suggest that there is correlation between certain network measures such as density, centrality and betweenness and coordination performance measures of defect management systems such as quality and timeliness.

Developer Heterogeneity and Formation of Communication Networks in Open Source Software Projects

Over the last few years, open source software (OSS) development has gained a huge popularity and has attracted a large variety of developers under its fold. According to software engineering folklore, the architecture and the organization of software depend on the communication patterns of the contributors. Communication patterns among developers influence knowledge sharing among them. Unlike in a formal organization, the communication network structures in an OSS project evolve unrestricted and unplanned. We develop a non-cooperative game theoretic model to investigate the network formation in an OSS team and to characterize the stable and efficient structures. We incorporate developer heterogeneity in the network based on their informative value. We find that, for a given scenario, there may exist several stable structures which are inefficient. We also find that there may not always exist a stable structure that is efficient. This can be explained by the fact that the stability of the structure is dependent on the developer's maximization of self utility whereas the efficiency of the structure is dependent on the maximization of group utility. In general, a tension exists between the stability and efficiency of structures because developers act in their self interest rather than the group interest. We find, whenever there is such a tension, the stable structure is either under-connected across types or over-connected within type of developers from an efficiency perspective. Empirically, we use the latent class model and analyze two real-world OSS projects hosted at Sourceforge.net. For each project, different types of developers and a stable structure is identified, which fits well with the predictions of our model. We further discuss implications of our results and provide directions for future research.