This manuscript delineates two open innovation strategies, inbound and outbound, to examine how their trade-off effects on open source software project performance are affected by project team role diversity. We leverage Opportunity-Motivation-Ability (OMA) theory to explain that inbound open innovation provides opportunities to access external knowledge in open innovation community networks; but whether a project can absorb and utilize such external knowledge depends on outbound open innovation and project team role diversity, which influence the team members' motivation and ability to do so. Using a large sample of open source software projects, the empirical findings suggest project performance should be distinguished as internal (technical performance) and external (market performance) to understand the effects of open innovation strategy. Technical performance is enhanced with a coupled open innovation strategy that leverages both high outbound open innovation and high inbound open innovation, in conjunction with low team role diversity. However, an inbound open innovation strategy is optimal for market performance, particularly when team role diversity is high. Thus, project team role diversity explains the trade-off effects of inbound and outbound open innovation strategies on project technical performance and market performance.

该手稿描述了两种开放式创新策略，即入站和出站，以检查其对开源软件项目绩效的权衡影响如何受到项目团队角色多样性的影响。我们利用机会-动机-能力（OMA）理论来解释，入站开放式创新为开放式创新社区网络中的外部知识提供了机会。但是项目能否吸收和利用这些外部知识取决于对外开放式创新和项目团队角色的多样性，这会影响团队成员的动机和能力。通过使用大量的开源软件项目样本，经验发现表明，项目绩效应区分为内部（技术绩效）和外部（市场绩效），以了解开放式创新策略的效果。结合开放式创新策略可提高技术绩效，该策略同时利用高出站开放式创新和高入站开放式创新，以及低团队角色多样性。但是，对于市场绩效，尤其是在团队角色多样性较高的情况下，入站开放式创新策略是最佳的。因此，项目团队角色的多样性说明了入站和出站开放式创新策略对项目技术绩效和市场绩效的权衡影响。