How Shallow is a Bug? Why Open Source Communities Shorten the Repair Time of Software Defects

A central tenet of the open source software development methodology is that the community of users and developers is instrumental in improving the quality of software. Using a 10-year longitudinal dataset from the Firefox community, I investigate how the size of a community in terms of bug reporters and software developers, the social networks of developers and the quality of user contributions influence the time needed to repair software defects. The results show that a large open source community in terms of bug reporters reduces the time needed to resolve a defect while the addition of new software developers to an open source community takes away resources to fix bugs and increase the time needed to resolve a defect. In addition, software developers occupying dense network positions need less time to solve a bug. Finally, user contributions are beneficial when bugs are lively discussed but there is no support for the prediction that the experience of the bug reporter or the quality of the bug report reduces the time needed to solve a software defect

Organizational Performance of a Firm in a Modular Business Network

The organizational capabilities to interact with others have been greatly improved as a result of modern information and communications technologies: Nowadays a company can maintain more relationships with more companies at much lower costs than before. What impact does this increased interaction capability have on the company\u27s choice to perform tasks itself or to \u27outsource\u27 such tasks to others (the trade-off between \u27make\u27 or \u27buy\u27)? Business network theory places the company in a \u27business network\u27, a web of business partners linked together in a flexible way to produce different outputs depending on the customer requirements. Previous research suggests that such business networks require modularization of the products, the processes and the firm in order to be effective. Firms would be able to share their core capabilities and therefore can respond faster, and more effective, to different requirements. Are business networks indeed more dynamic and more \u27agile\u27 than other forms of inter-organizational co-operation like alliances, joint-ventures or markets? More precisely, what is the impact of the structure of a business network on the performance of the participating actor organizations? The objective of this study is to define and understand this relationship: business network structure and organizational performance. In this Research in Progress Paper we present our preliminary set of hypotheses and our testing instrument, a management game called the Business Networking Game that simulates modular business networks