Open Source Technology in Intra-Organisational Software Development—Private Markets or Local Libraries
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.
KeywordsOpen Source Software Business Unit Institutional Theory Philips Healthcare Case Company
- DiMaggio, P., & Powell, W. (1991). Introduction. In W. Powel & DiMaggio (Eds.), The new institutionalism in organisational analysis (pp. 1–38). Chicago: University of Chicago Press.Google Scholar
- Fink, M. (2003). The business and economics of linux and open source. Upper Saddle River, NJ: Prentice Hall PTR.Google Scholar
- Fitzgerald, B. (2006). The transformation of open source software. MIS Quarterly, 30(3), 587–598.Google Scholar
- Greenwood, R., & Hinings, C. R. (1996). Understanding radical organisational change: bringing together the old and the new institutionalism. Academy of Management Review, 21(4), 1022–1054.Google Scholar
- Powell, W. W., & DiMaggio, P. J. (Eds.). (1991). The new institutionalism in organisational analysis. Chicago: University of Chicago Press.Google Scholar
- Rajala, R., Nissilä, J. & Westerlund, M. (2006). Determinants of Open Source Software Revenue Model Choices. In Proceedings of the 14th European Conference on Information Systems (ECIS 2006), 12–14 June, Gothenburg, Sweden.Google Scholar
- Scott, W.R. (2001). Institutions and Organisations, 2nd ed., CA, Thousand Oaks.Google Scholar
- Stol, K. & Babar, M. (2009). Reporting empirical research in open source software: the state of practice, in Boldyreff, C., Crowston, K., Lundell, B., Wasserman, A. (eds.) Proceedings of the 5th Conference on Open Source Ecosystems: Diverse Communities Interacting, June 3rd–6th, Skövde, Sweden, IFIP Advances in Information and Communication Technology 299/2009, Springer 2009, 156–169Google Scholar
- Van de Ven, A.H. (1993). Managing the Process of Organisational Innovation in Huber, G.P. & Glick, W.H. (Eds.). Organisational Change and Redesign: Ideas and Insights for Improving Performance. Oxford University Press, New York.Google Scholar
- Barnett, L. (2004). Applying Open Source Processes in Corporate Development Organisations. (http://www.forrester.com/rb/Research/applying_open_source_processes_in_corporate_development/q/id/34466/t/2, Forrester Research.
- Dinkelacker, J., Garg, P., Miller, R. & Nelson, D. Progressive open source. Proc ICSE 2002, 177–184.Google Scholar
- Lindman, J., Rossi, M., & Marttiin, P. (2008). Applying Open Source Development Practices Inside a Company. In Proceedings of the 4th International Conference on Open Source Systems. 7–10 September 2008, Milan, Italy.Google Scholar
- Välimäki, M. (2005). The rise of open source licensing. A challenge to the use of intellectual property in the software industry. Helsinki, Finland: Helsinki University of Technology.Google Scholar