The Emergence of Governance in an Open Source Community
Abstract
Little is known about how communities producing collective goods govern themselves. In a multimethod study of one open source software community, we found that members developed a shared basis of formal authority but limited it with democratic mechanisms that enabled experimentation with shifting conceptions of authority over time. When members settled on a shared conception of authority, it was more expansive than their original design. A statistical test of the predictors of leadership reinforced this finding. By blending bureaucratic and democratic mechanisms, the governance system evolved with the community's changing conceptions of authority.
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Most open projects, like the Web, Wikipedia, P2P, and FOSS, showed remarkable tendencies to centralization over time.
“In fact, most open projects (like the Web, Wikipedia, P2P, FOSS) showed remarkable tendencies to centralization over time [59].”
From Tribal Governance: The Business of Blockchain Authentication (2018) · cites this paper as [59]
Engaging in collective action threats and expecting open source governance practices to remain unchanged is also risky as open source governance may be controlled by just a few people willing to make unilateral changes to offset collective action threats.
“Likewise, engaging in collective action threats and expecting open source governance practices to remain unchanged is also risky as open source governance may be controlled by just a few people willing to make unilateral changes to offset collective action threats (O'Mahony and Ferraro 2007; Shaikh and Henfridsson 2017;Mindel et al. 2018).”
From Freeriding and Rebellion: An Investigation of Open Source Vendor Relicensing and Member Hard Forking Events (2026) · cites this paper as O'Mahony and Ferraro 2007
Unlike the democratically constrained positional authority observed by O'Mahony and Ferraro (2007), vendor authority in the cases lacked community engagement.
“Unlike the democratically constrained positional authority observed by O'Mahony and Ferraro (2007), vendor authority in our cases lacked community engagement.”
From Freeriding and Rebellion: An Investigation of Open Source Vendor Relicensing and Member Hard Forking Events (2026) · cites this paper as O'Mahony and Ferraro (2007)
Open source projects can simultaneously incorporate meritocratic and autocratic modes of governance, and tensions can arise from how authority is allocated and exercised within an open source project.
“This configuration is consistent with Shaikh and Henfridsson's (2017) observation that open source projects can simultaneously incorporate meritocratic and autocratic modes of governance, and O'Mahony and Ferraro's (2007) observation that tensions can arise from how authority is allocated and exercised within an open source project.”
From Freeriding and Rebellion: An Investigation of Open Source Vendor Relicensing and Member Hard Forking Events (2026) · cites this paper as O'Mahony and Ferraro's (2007)
In open source, governance structures emerge later in a project's lifecycle.
“as O'Mahony and Ferraro (2007) suggest, governance structures emerge later in a project's lifecycle”
From The sustainability of open source commons (2023) · cites this paper as O'Mahony and Ferraro (2007)
Few studies have examined governance as documented in project repositories.
“Despite the extensive body of research describing OSS roles, pathways, and collaboration practices, few studies have examined governance as it is documented in project repositories.”
From Governance in Practice: How Open Source Projects Define and Document Roles (2026) · cites this paper as [36]
Existing work has mostly characterized how contributors gain authority or how leadership structures evolve, but has rarely investigated the governance artifacts that define these arrangements.
“Existing work has mostly characterized how contributors gain authority or how leadership structures evolve, but has rarely investigated the governance artifacts that define these arrangements [24, 36].”
From Governance in Practice: How Open Source Projects Define and Document Roles (2026) · cites this paper as [36]
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Algorithms at Work: The New Contested Terrain of Control
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What We Know and Don't Know about Online Word-of-Mouth: A Review and Synthesis of the Literature
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Boudreau, K. J. (2010) · Management Science · doi:10.1287/mnsc.1100.1215 · Cited by 984 · see citing works
Bogers, M. L. A. M., Zobel, A., Afuah, A. N., Almirall, E., Brunswicker, S., Dahlander, L., Frederiksen, L., Gawer, A., Gruber, M. B., Haefliger, S., et al. (2016) · Industry and Innovation · doi:10.1080/13662716.2016.1240068 · Cited by 1,015 · see citing works
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Carrots and Rainbows: Motivation and Social Practice in Open Source Software Development1
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Boundary Organizations: Enabling Collaboration among Unexpected Allies
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Self-citationCustomer-to-Customer Interactions: Broadening the Scope of Word of Mouth Research
Libai, B., Bolton, R. N., Bügel, M. S., de Ruyter, K., Götz, O., Risselada, H., & Stephen, A. T. (2010) · Journal of Service Research · doi:10.1177/1094670510375600 · Cited by 608 · see citing works
“Moreover, participants are heterogeneous and participation changes over time, so that network governance is a very complex issue (O'Mahony and Ferraro 2007).”
BackgroundNexus Work: Brokerage on Creative Projects
Lingo, E. L., & O'Mahony, S. C. (2009) · Administrative Science Quarterly · doi:10.2189/asqu.2010.55.1.47 · Cited by 614 · see citing works
“Waguespack, 2007; O'Mahony and Ferraro, 2007 ); construction (Eccles, 1981) and production”
Self-citationRotating Leadership and Collaborative Innovation
Davis, J. P., & Eisenhardt, K. M. (2011) · Administrative Science Quarterly · doi:10.1177/0001839211428131 · Cited by 397 · see citing works
“…these collaborations allow partners to reap the benefits of both an open innovation approach that utilizes new external resources (Chesbrough, 2003; O’Mahony and Ferraro, 2007) and a closed innovation approach that ensures some proprietary protection of innovations through the use of contracts…”
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Franzoni, C., & Sauermann, H. (2013) · Research Policy · doi:10.1016/j.respol.2013.07.005 · Cited by 504 · see citing works
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Complexity leadership in bureaucratic forms of organizing: A meso model
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The Role of Analogy in the Institutionalization of Sustainability Reporting
Etzion, D., & Ferraro, F. (2010) · Organization Science · doi:10.1287/orsc.1090.0494 · Cited by 412 · see citing works
Self-citationOpen Strategy: Dimensions, Dilemmas, Dynamics
Hautz, J., Seidl, D. N., & Whittington, R. (2016) · Long Range Planning · doi:10.1016/j.lrp.2016.12.001 · Cited by 406 · see citing works
Perspectives on Innovation Processes
Garud, R. B., Tuertscher, P., & de Ven, A. H. V. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.791066 · Cited by 529 · see citing works
The Role of Participation Architecture in Growing Sponsored Open Source Communities
West, J., & O'Mahony, S. C. (2008) · Industry and Innovation · doi:10.1080/13662710801970142 · Cited by 383 · see citing works
Self-citationWhy communities of practice succeed and why they fail
PROBST, G. J. B., & Borzillo, S. (2008) · European Management Journal · doi:10.1016/j.emj.2008.05.003 · Cited by 358 · see citing works
“While there seems to be consensus that management plays an active role in supporting communities of practice, how organizations address the managerial paradox inherent in COPs remains undecided (Contu and Willmott, 2003; Handley et al., 2006; O’Mahoney and Ferraro, 2007; Thompson, 2005).”
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One foot in, one foot out: how does individuals' external search breadth affect innovation outcomes?
Dahlander, L., O'Mahony, S. C., & Gann, D. (2014) · Strategic Management Journal · doi:10.1002/smj.2342 · Cited by 328 · see citing works
Self-citationRansbotham, S., & Kane, G. C. (2011) · MIS Quarterly · doi:10.2307/23042799 · Cited by 317 · see citing works
“Anyone can join an online community at any time, but the communities might impose processes to assimilate these new members slowly into the community, allowing them to become full active members only after an apprenticeship period (O'Mahony and Ferraro 2007; Preece and Schneiderman 2009).”
BackgroundMotivations to participate in online communities
Lampe, C. A. C., Wash, R., Velásquez, A., & Ozkaya, E. (2010) · CHI Conference on Human Factors in Computing Systems · doi:10.1145/1753326.1753616 · Cited by 320 · see citing works
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The Role of Marketing in Digital Business Platforms
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Lifshitz‐Assaf, H. (2017) · Administrative Science Quarterly · doi:10.1177/0001839217747876 · Cited by 338 · see citing works
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Decentralized Governance of Digital Platforms
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Three Lenses on Occupations and Professions in Organizations:Becoming, Doing, and Relating
Anteby, M., Chan, C. K., & DiBenigno, J. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1120962 · Cited by 294 · see citing works
Vaast, E., Safadi, H., Lapointe, L., & Negoita, B. (2017) · MIS Quarterly · doi:10.25300/misq/2017/41.4.08 · Cited by 292 · see citing works
Rural innovation system: Revitalize the countryside for a sustainable development
Yin, X., Chen, J., & Li, J. (2019) · Journal of Rural Studies · doi:10.1016/j.jrurstud.2019.10.014 · Cited by 283 · see citing works
Resurrecting organization by going beyond organizations
Ahrne, G., Brunsson, N., & Seidl, D. N. (2016) · European Management Journal · doi:10.1016/j.emj.2016.02.003 · Cited by 273 · see citing works
Fluidity, Identity, and Organizationality: The Communicative Constitution of Anonymous
Dobusch, L., & Schoeneborn, D. (2015) · Journal of Management Studies · doi:10.1111/joms.12139 · Cited by 273 · see citing works
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Strategies of Legitimacy Through Social Media: The Networked Strategy
Castelló, I., Etter, M. A., & Nielsen, F. Å. (2015) · Journal of Management Studies · doi:10.1111/joms.12145 · Cited by 265 · see citing works
Special Section Introduction - Online Community as Space for Knowledge Flows
Faraj, S., von Krogh, G., Monteiro, E., & Lakhani, K. R. (2016) · Information systems research · doi:10.1287/isre.2016.0682 · Cited by 217 · see citing works
Brokerage as a Process: Decoupling Third Party Action from Social Network Structure
Obstfeld, D., Borgatti, S. P., & Davis, J. (2014) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x(2014)0000040007 · Cited by 273 · see citing works
Open collaboration for innovation: Principles and performance
Levine, S. S., & Prietula, M. J. (2014) · Organization Science · doi:10.1287/orsc.2013.0872 · Cited by 263 · see citing works
Santana, C., & Albareda, L. (2022) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2022.121806 · Cited by 252 · see citing works
The Penguin Has Entered the Building: The Commercialization of Open Source Software Products
Fosfuri, A., Giarratana, M. S., & Luzzi, A. (2008) · Organization Science · doi:10.1287/orsc.1070.0321 · Cited by 229 · see citing works
Open to suggestions: How organizations elicit suggestions through proactive and reactive attention
Dahlander, L., & Piezunka, H. (2013) · Research Policy · doi:10.1016/j.respol.2013.06.006 · Cited by 229 · see citing works
Jacobides, M. G., Cennamo, C., & Gawer, A. (2024) · Research Policy · doi:10.1016/j.respol.2023.104906 · Cited by 220 · see citing works
Progressing to the Center: Coordinating Project Work
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Self-citationCommunities matter: Institutional preconditions for community renewable energy
Wirth, S. (2014) · Energy Policy · doi:10.1016/j.enpol.2014.03.021 · Cited by 215 · see citing works
How to break an API: cost negotiation and community values in three software ecosystems
Bogart, C., Kästner, C., Herbsleb, J. D., & Thung, F. (2016) · ACM Joint European Software Engineering Conference and Symposium on the Foundations of Software Engineering (ESEC/FSE) · doi:10.1145/2950290.2950325 · Cited by 212 · see citing works
Hienerth, C., Lettl, C. U., & Keinz, P. (2013) · Journal of Product Innovation Management · doi:10.1111/jpim.12127 · Cited by 205 · see citing works
Laboratories of Oligarchy? How the Iron Law Extends to Peer Production
Shaw, A., & Hill, B. M. (2014) · Journal of Communication · doi:10.1111/jcom.12082 · Cited by 208 · see citing works
The promise of a decentralized internet: What is Web3 and how can firms prepare?
Murray, A. M., Kim, D., & Combs, J. (2022) · Business Horizons · doi:10.1016/j.bushor.2022.06.002 · Cited by 208 · see citing works
Bitcoin and the rise of decentralized autonomous organizations
Hsieh, Y., Vergne, J., Anderson, P., Lakhani, K. R., & Reitzig, M. G. (2018) · Journal of Organization Design · doi:10.1186/s41469-018-0038-1 · Cited by 200 · see citing works
“Some communities even develop complex rules and regulations and related bureaucracies in the name of self-governance (O'Mahony and Ferraro 2007).”
Public-Private Institutions as Catalysts of Upgrading in Emerging Market Societies
McDermott, G. A., Corredoira, R. A., & Kruse, G. (2009) · Academy of Management Journal · doi:10.5465/amj.2009.47084929 · Cited by 197 · see citing works
Orchestrating innovation with user communities in the creative industries
Parmentier, G., & Mangematin, V. (2013) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2013.03.007 · Cited by 194 · see citing works
“Governance and Leadership O‟Mahony and Ferraro [27] examine how a social group designed a shared basis of authority and thus, a governance system, and detail how the system introduced formal authority and leadership into the community.”
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The Emergence of Online Community Leadership
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PERSPECTIVE—The Sociological Ambivalence of Bureaucracy: From Weber via Gouldner to Marx
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Defining Blockchain Governance: A Framework for Analysis and Comparison
van Pelt, R., Jansen, S., Baars, D., & Overbeek, S. (2020) · Information systems management · doi:10.1080/10580530.2020.1720046 · Cited by 164 · see citing works
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Open source software in quantum computing
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Beyond the organizational ‘container’: Conceptualizing 21st century sociotechnical work
Winter, S., Berente, N., Howison, J., & Butler, B. (2014) · Information and Organization · doi:10.1016/j.infoandorg.2014.10.003 · Cited by 178 · see citing works
“Similarly, FLOSS governance involves management of project boundaries and overlapping spheres of in fl uence (e.g., O'Mahony & Bechky, 2008; O'Mahony & Ferraro, 2007; Shah, 2006).”
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Howison, J., & Crowston, K. (2014) · MIS Quarterly · doi:10.25300/misq/2014/38.1.02 · Cited by 175 · see citing works
Online Communities and Open Innovation
Dahlander, L., Frederiksen, L., & Rullani, F. (2008) · Industry and Innovation · doi:10.1080/13662710801970076 · Cited by 172 · see citing works
From proprietary to collective governance: How do platform participation strategies evolve?
O'Mahony, S. C., & Karp, R. (2020) · Strategic Management Journal · doi:10.1002/smj.3150 · Cited by 165 · see citing works
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Digital sustainability: basic conditions for sustainable digital artifacts and their ecosystems
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Network analysis of collaboration structure in Wikipedia
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“, freelancers are described as inhabiting an unexplored universe (Barley and Kunda, 2006), engineers as obeying counterintuitive norms (Bailyn, 1980; Kunda, 1992), and software engineers or programmers as living in a virtually parallel world (O'Mahony, 2007; Perlow, 1999).”
BackgroundHow Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage
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Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme
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“These findings resonate with related insights emerging from research on participatory organizations (e.g., Darr 1999; della Porta 2005; Chen 2016; Chen and O'Mahony 2009, O'Mahony and Ferraro 2007; Rothschild and Whitt 1986).”
Masses, Crowds, Communities, Movements: Collective Action in the Internet Age
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Defining software ecosystems: a survey of software platforms and business network governance
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“active and healthy [35].”
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“(Harhoff et al., 2003; O'Mahony and Ferraro, 2007 ).”
Mitzinneck, B. C., & Besharov, M. H.-P. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-4048-2 · Cited by 147 · see citing works
“Early studies of worker cooperatives and collectivist organizations (Kanter 1972; Swidler 1979; Rothschild and Whitt 1986; Rothschild-Whitt 1979; Whyte and Whyte 1988) and more recent work on community forms of organizing (Adler 2001; O’Mahony and Ferraro 2007; O’Mahony and Lakhani 2011; Seidel and Stewart 2011) point…”
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Who Will Stay in the FLOSS Community? Modeling Participant’s Initial Behavior
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Organizational enablers for governance and governmentality of projects: A literature review
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Task assignment optimization in knowledge-intensive crowdsourcing
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Can an Economy Survive Without Corporations? Technology and Robust Organizational Alternatives
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Organizations in the Shadow of Communities
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Self-citationEffect of Knowledge-Sharing Trajectories on Innovative Outcomes in Temporary Online Crowds
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Mixed methods studies in entrepreneurship research: Applications and contributions
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Three Lenses on Occupations and Professions in Organizations: Becoming, Doing, and Relating
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Bureaucracy for the 21st Century: Clarifying and Expanding Our View of Bureaucratic Organization
Monteiro, P., & Adler, P. S. (2021) · Academy of Management Annals · doi:10.5465/annals.2019.0059 · Cited by 155 · see citing works
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Open Source Software and Firm Productivity
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Justification and Interlaced Knowledge at ATLAS, CERN
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Users' motivation to participate in online crowdsourcing platforms
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- Authors
- O'Mahony, S., & Ferraro, F.
- Affiliations
- University of California, Davis
- Universidad de Navarra (ES)
- ORCID
- Ferraro, Fabrizio
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2007-10
- Volume
- 50
- Issue
- 5
- Pages
- 1079-1106
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2102704527
- Cited by
- 899
- References
- 177
- Citations by year
- 2026: 41 · 2025: 33 · 2024: 41 · 2023: 33 · 2022: 49 · 2021: 48 · 2020: 58 · 2019: 49 · 2018: 48 · 2017: 49 · 2016: 61 · 2015: 48 · 2014: 59 · 2013: 82 · 2012: 49
- FWCI
- 82.41
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Journal (publishedVersion)
- Topics
- Physical Sciences › Computer Science › Computer Science Applications › Open Source Software Innovations
- Social Sciences › Communication › Knowledge Management and Sharing
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Keywords
- open source communities, community governance, authority, leadership, democratic mechanisms, public goods, governance evolution
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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