Open Source Technology in Intra-Organisational Software Development—Private Markets or Local Libraries

  • Juho Lindman
  • Mikko Riepula
  • Matti Rossi
  • Pentti Marttiin


This chapter explores how two organisations have changed their software development practices by introducing Open Source technology. Our aim is to understand the institutional changes that are needed in, and emerge, from this process. This chapter develops a conceptualisation building on the insights of entrepreneurial institutionalism, concentrating on the changing relationships of organisational groups in the areas of decision-making, rewarding and communication. We identify the links between the (1) emerging, yet embedded technology and (2) the underlying institutional decision-making, reward and communication structures. We move the Open Source 2.0 research agenda forward by concentrating empirical work on the nuances of institutional change that open source brings about in large hierarchical organisations. We will discuss the appropriateness of internal accounting organised according to the principle of an open market vs. a local library. We believe that both of these metaphors can support innovation, but different groups will find different approaches more appealing.


Open Source Software Business Unit Institutional Theory Philips Healthcare Case Company 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  • Juho Lindman
    • 1
  • Mikko Riepula
    • 2
  • Matti Rossi
    • 3
  • Pentti Marttiin
    • 3
  1. 1.Hanken School of EconomicsHelsinkiFinland
  2. 2.Aalto University School of Economics/CKIRHelsinkiFinland
  3. 3.Aalto University School of EconomicsHelsinkiFinland

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