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What to share, when, and where: balancing the objectives and complexities of open source software contributions
Empirical Software Engineering ( IF 3.5 ) Pub Date : 2020-08-12 , DOI: 10.1007/s10664-020-09855-2
Johan Linåker , Björn Regnell

Software-intensive organizations’ rationale for sharing Open Source Software (OSS) may be driven by both idealistic, strategic and commercial objectives, and include both monetary as well as non-monetary benefits. To gain the potential benefits, an organization may need to consider what they share and how, while taking into account risks, costs and other complexities. This study aims to empirically investigate objectives and complexities organizations need to consider and balance between when deciding on what software to share as OSS, when to share it, and whether to create a new or contribute to an existing community. A multiple-case study of three case organizations was conducted in two research cycles, with data gathered from interviews with 20 practitioners from these organizations. The data was analyzed qualitatively in an inductive and iterative coding process. 12 contribution objectives and 15 contribution complexities were found. Objectives include opportunities for improving reputation, managing suppliers, managing partners and competitors, and exploiting externally available knowledge and resources. Complexities include risk of loosing control, risk of giving away competitive advantage, risk of creating negative exposure, costs of contributing, and the possibility and need to contribute to an existing or new community. Cross-case analysis and interview validation show that the identified objectives and complexities offer organizations a possibility to reflect on and adapt their contribution strategies based on their specific contexts and business goals.

中文翻译:

分享内容、时间和地点:平衡开源软件贡献的目标和复杂性

软件密集型组织共享开源软件 (OSS) 的理由可能是由理想主义、战略和商业目标驱动的,包括货币和非货币利益。为了获得潜在收益,组织可能需要考虑他们共享什么以及如何共享,同时考虑风险、成本和其他复杂性。本研究旨在实证调查组织在决定将哪些软件作为 OSS 共享、何时共享以及是创建新社区还是为现有社区做出贡献时需要考虑和平衡的目标和复杂性。在两个研究周期中对三个案例组织进行了多案例研究,数据来自对这些组织的 20 位从业者的访谈。在归纳和迭代编码过程中对数据进行定性分析。发现了 12 个贡献目标和 15 个贡献复杂性。目标包括提高声誉、管理供应商、管理合作伙伴和竞争对手以及利用外部可用知识和资源的机会。复杂性包括失去控制的风险、放弃竞争优势的风险、造成负面影响的风险、贡献的成本以及为现有或新社区做出贡献的可能性和需要。跨案例分析和访谈验证表明,确定的目标和复杂性为组织提供了根据其特定背景和业务目标反思和调整其贡献策略的可能性。发现了 12 个贡献目标和 15 个贡献复杂性。目标包括提高声誉、管理供应商、管理合作伙伴和竞争对手以及利用外部可用知识和资源的机会。复杂性包括失去控制的风险、放弃竞争优势的风险、造成负面影响的风险、贡献的成本以及为现有或新社区做出贡献的可能性和需要。跨案例分析和访谈验证表明,确定的目标和复杂性为组织提供了根据其特定背景和业务目标反思和调整其贡献策略的可能性。发现了 12 个贡献目标和 15 个贡献复杂性。目标包括提高声誉、管理供应商、管理合作伙伴和竞争对手以及利用外部可用知识和资源的机会。复杂性包括失去控制的风险、放弃竞争优势的风险、造成负面影响的风险、贡献的成本以及为现有或新社区做出贡献的可能性和需要。跨案例分析和访谈验证表明,确定的目标和复杂性为组织提供了根据其特定背景和业务目标反思和调整其贡献策略的可能性。并利用外部可用的知识和资源。复杂性包括失去控制的风险、放弃竞争优势的风险、造成负面影响的风险、贡献的成本以及为现有或新社区做出贡献的可能性和需要。跨案例分析和访谈验证表明,确定的目标和复杂性为组织提供了根据其特定背景和业务目标反思和调整其贡献策略的可能性。并利用外部可用的知识和资源。复杂性包括失去控制的风险、放弃竞争优势的风险、造成负面影响的风险、贡献的成本以及为现有或新社区做出贡献的可能性和需要。跨案例分析和访谈验证表明,确定的目标和复杂性为组织提供了根据其特定背景和业务目标反思和调整其贡献策略的可能性。
更新日期:2020-08-12
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