The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
The Impact of Ideology on Effectiveness in Open Source Software Development Teams1,2
Abstract
The emerging work on understanding open source software has questioned what leads to effectiveness in OSS development teams in the absence of formal controls, and it has pointed to the importance of ideology. This paper develops a framework of the OSS community ideology (including specific norms, beliefs, and values) and a theoretical model to show how adherence to components of the ideology impacts effectiveness in OSS teams. The model is based on the idea that the tenets of the OSS ideology motivate behaviors that enhance cognitive trust and communication quality and encourage identification with the project team, which enhances affective trust. Trust and communication in turn impact OSS team effectiveness. The research considers two kinds of effectiveness in OSS teams: the attraction and retention of developer input and the generation of project outputs. Hypotheses regarding antecedents to each are developed. Hypotheses are tested using survey and objective data on OSS projects. Results support the main thesis that OSS team members’ adherence to the tenets of the OSS community ideology impacts OSS team effectiveness and reveal that different components impact effectiveness in different ways. Of particular interest is the finding that adherence to some ideological components was beneficial to the effectiveness of the team in terms of attracting and retaining input, but detrimental to the output of the team. Theoretical and practical implications are discussed.
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Cites
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“While commercial projects have employees paid and directed though formalized mechanisms, a critical step in becoming effective in an OSS project is to attract developers and motivate their input to the project (Mockus et al. 2002; Sturmer 2005; von Krogh et al. 2003).”
BackgroundInfluentialThe power of gifts: organizing social relationships in open source communities
Bergquist, M., & Ljungberg, J. (2001) · Information Systems Journal · doi:10.1046/j.1365-2575.2001.00111.x · Cited by 480 · cited 1×
“…with the open source development community in which OSS teams function, and several have suggested that it may be the ideology that facilitates team effectiveness in the absence of traditional organizational incentives and controls (Bergquist and Ljungberg 2001; Markus et al. 2000; Raymond 2001).”
BackgroundRaymond, E. S. (1998) · First Monday · doi:10.5210/fm.v3i10.621 · Cited by 290 · cited 4×
“(Raymond 1998)”
BackgroundInfluential
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Digital Product Innovation Within Four Classes of Innovation Networks
Lyytinen, K., Yoo, Y., & Boland Jr., R. J. (2016) · Information Systems Journal · doi:10.1111/isj.12093 · Cited by 806
Risius, M., & Spohrer, K. (2017) · Business & Information Systems Engineering · doi:10.1007/s12599-017-0506-0 · Cited by 803
Trust and team performance: A meta-analysis of main effects, moderators, and covariates.
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000110 · Cited by 616
Baird, A., & Maruping, L. M. (2021) · MIS Quarterly · doi:10.25300/misq/2021/15882 · Cited by 512
Breuer, C., Hüffmeier, J., & Hertel, G. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000113 · Cited by 375
Metadata
- Authors
- Stewart, K. J., & Gosain, S.
- Venue
- MIS Quarterly
- Publisher
- MIS Quarterly
- Published
- 2006-06-01
- Volume
- 30
- Issue
- 2
- Pages
- 291-314
- ISSN
- 0276-7783 (ISSN-L)
- 2162-9730
- OpenAlex
- W3158650448
- Cited by
- 400
- References
- 10
- FWCI
- 23.49
- Type
- journal article
- Language
- en
- Open access
- closed
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