Diversity is a defining characteristic of global collectives facilitated by the Internet. Though substantial evidence suggests that diversity has profound implications for a variety of outcomes including performance, member engagement, and withdrawal behavior, the effects of diversity have been predominantly investigated in the context of organizational workgroups or virtual teams. We use a diversity lens to study the success of nontraditional virtual work groups exemplified by open source software (OSS) projects. Building on the diversity literature, we propose that three types of diversity (separation, variety, and disparity) influence two critical outcomes for OSS projects: community engagement and market success. We draw on the OSS literature to further suggest that the effects of diversity on market success are moderated by the application development stage. We instantiate the operational definitions of three forms of diversity to the unique context of open source projects. Using archival data from 357 projects hosted on SourceForge, we find that disparity diversity, reflecting variation in participants' contribution-based reputation, is positively associated with success. The impact of separation diversity, conceptualized as culture and measured as diversity in the spoken language and country of participants, has a negative impact on community engagement but an unexpected positive effect on market success. Variety diversity, reflected in dispersion in project participant roles, positively influences community engagement and market success. The impact of diversity on market success is conditional on the development stage of the project. We discuss how the study's findings advance the literature on antecedents of OSS success, expand our theoretical understanding of diversity, and present the practical implications of the results for managers of distributed collectives.
What differentiates successful from unsuccessful open source software projects? This paper develops and tests a model of the impacts of license restrictiveness and organizational sponsorship on two indicators of success: user interest in, and development activity on, open source software development projects. Using data gathered from Freshmeat.net and project home pages, the main conclusions derived from the analysis are that (1) license restrictiveness and organizational sponsorship interact to influence user perceptions of the likely utility of open source software in such a way that users are most attracted to projects that are sponsored by nonmarket organizations and that employ nonrestrictive licenses, and (2) licensing and sponsorship address complementary developer motivations such that the influence of licensing on development activity depends on what kind of organizational sponsor a project has. Theoretical and practical implications are discussed, and the paper outlines several avenues for future research.
This paper suggests and empirically supports the propositions that a link between two organizations' Web sites will have simultaneous effects on trust in both the link sender and the link recipient, and that these effects result from interactions among the reputation of the link recipient, trust in the link sender, and the perceived relationship of the linked organizations. The study finds that the perceived relationship caused by a link leads to positive effects for the less reputable of the linked organizations, but negative effects for the more reputable organization. These effects are exaggerated or attenuated depending on the reputation of the organization that sends the link. The effect of presenting the link as an advertisement or a link to a partner was also examined, but no effect was uncovered, raising the question of how organizations may effectively differentiate links on their Web sites.
The emerging work on understanding open source software has questioned what leads to effectiveness in OSS development teams in the absence of formal controls, and it has pointed to the importance of ideology. This paper develops a framework of the OSS community ideology (including specific norms, beliefs, and values) and a theoretical model to show how adherence to components of the ideology impacts effectiveness in OSS teams. The model is based on the idea that the tenets of the OSS ideology motivate behaviors that enhance cognitive trust and communication quality and encourage identification with the project team, which enhances affective trust. Trust and communication in turn impact OSS team effectiveness. The research considers two kinds of effectiveness in OSS teams: the attraction and retention of developer input and the generation of project outputs. Hypotheses regarding antecedents to each are developed. Hypotheses are tested using survey and objective data on OSS projects. Results support the main thesis that OSS team members' adherence to the tenets of the OSS community ideology impacts OSS team effectiveness and reveal that different components impact effectiveness in different ways. Of particular interest is the finding that adherence to some ideological components was beneficial to the effectiveness of the team in terms of attracting and retaining input, but detrimental to the output of the team. Theoretical and practical implications are discussed.