Group Maintenance Behaviors in the Decision-Making Styles of Self-Organizing Distributed Teams

Businesses, universities, and other organizations are increasingly reliant on self-organizing, distributed teams which are enabled by information and communication technologies (ICTs). However, inherent geographical, organizational, and social limitations of ICTs challenge the relationships necessary for groups to make effective decisions. Understanding how group maintenance plays out within the context of different styles of decision making may provide insight into social tactics undertaken in such teams. Group maintenance is defined as discretionary, relation-building behavior that enables group members to trust and cooperate with one another more easily [1]. Decision style refers to the extent to which group decision making involves a broad contribution from group members other than leaders. It may range from the most autocratic style where a decision is made by one or a few individuals, to truly collaborative where every member has the opportunity to affect the decision. This study examines group maintenance within decision-making behaviors of Free/Libre Open Source Software (FLOSS) development teams as examples of distributed teams. Most FLOSS software is developed by such teams that are both dynamic and self-organizing, comprised of professionals, users, and other volunteers working in a loosely coupled manner [2-4]. These teams are nearly entirely virtual in that developers contribute from around the world, meet face-to-face infrequently (if at all), and coordinate their activities primarily through computer-mediated communications (CMC) [6, 7]

Simulated self-organization of a peer to peer awareness network

A simulation process and tool used to test and evaluate the algorithms necessary to optimally arrange a peer-to-peer distributed awareness system for Software Engineering

Transition of Governance in a Mature Open Software Source Community: Evidence from the Debian Case

As flourishing, productive open source software (OSS) communities mature, they have to introduce a variety of governance mechanisms to manage the participation of their members and to coordinate the launch of new releases. In contrast to other modes of governance of OSS communities, the Debian community introduced new mechanisms of informal administrative control based on a constitution, elected leaders and new functions attributed to interactive communication channels (like mailing lists or IRC channels) that can provide for community effects (and feedback). We show that these control mechanisms were introduced as a response to emerging innovative opportunities due the usage of source packages and heterogeneous learning processes by different groups within the Debian community.Open Source Software community, Governance Mechanism, Debian Community

More open than open innovation? Rethinking the concept of openness in innovation studies.

This paper re-examines the concept of open innovation developed in organization sciences (Chesbrough, 2003a). We claim that this paradigm, which insists on the distributive nature of innovation among a wide range of heterogeneous actors, does not put enough emphasis on the condition of access to knowledge. Yet, the open dimension of knowledge is a very important feature to sustain a collective mode of innovation. We propose therefore a stronger definition of open innovation, which is based on three constitutive characteristics: (i) Firms voluntarily release knowledge; (ii) Knowledge is open, i.e. is available to all interested parties without discrimination; (iii) dynamic interactions take place among the stakeholders to enrich the open knowledge base. Examples that fit our definition of open innovation are open science, user centered innovation (von Hippel, 2005), free-libre open source software, collective invention (Allen, 1983), etc. We conclude with a discussion on the role of IPR to secure open innovation.open source, free software, intellectual property rights (IPR), open innovation, collective invention.

Coordination, Division of Labor, and Open Content Communities: Template Messages in Wiki-Based Collections

In this paper we investigate how in commons based peer production a large community of contributors coordinates its efforts towards the production of high quality open content. We carry out our empirical analysis at the level of articles and focus on the dynamics surrounding their production. That is, we focus on the continuous process of revision and update due to the spontaneous and largely uncoordinated sequence of contributions by a multiplicity of individuals. We argue that this loosely regulated process, according to which any user can make changes to any entry, while allowing highly creative contributions, has to come into terms with potential issues with respect to the quality and consistency of the output. In this respect, we focus on emergent, bottom up organizational practice arising within the Wikipedia community, namely the use of template messages, which seems to act as an effective and parsimonious coordination device in emphasizing quality concerns (in terms of accuracy, consistency, completeness, fragmentation, and so on) or in highlighting the existence of other particular issues which are to be addressed. We focus on the template "NPOV" which signals breaches on the fundamental policy of neutrality of Wikipedia articles and we show how and to what extent imposing such template on a page affects the production process and changes the nature and division of labor among participants. We find that intensity of editing increases immediately after the "NPOV" template appears. Moreover, articles that are treated most successfully, in the sense that "NPOV" disappears again relatively soon, are those articles which receive the attention of a limited group of editors. In this dimension at least the distribution of tasks in Wikipedia looks quite similar to what is know about the distribution in the FLOSS development process

Leadership in a Non-Traditional Setting: Self-Managing Virtual IS Development Teams

Despite its abundance, traditional leadership research cannot be claimed to transfer directly to the leadership context of self-managing virtual (SMV) Information Systems Development teams. Unique conditions of these novel team environments require focused studies of leadership in virtual team settings. Although there are some studies of virtual team leadership that make important contributions to the literature, these studies typically use short term, ad-hoc teams of students. This study ultimately aims at filling the gap in the literature by investigating how leadership manifests in real-life SMV IS teams over time. In this paper, the overall study is introduced and the initial findings based on the content analysis schema development effort are reported