The persistence and transfer of learning in industrial settings
Management Science
The effect of group size on group performance in computer-supported decision making
Information and Management
Two case studies of open source software development: Apache and Mozilla
ACM Transactions on Software Engineering and Methodology (TOSEM)
Information and Management
An empirical analysis of open source software developers' motivations and continuance intentions
Information and Management
Process and technology challenges in swift-starting virtual teams
Information and Management
Analysis of Activity in the Open Source Software Development Community
HICSS '07 Proceedings of the 40th Annual Hawaii International Conference on System Sciences
Dr. Jekyll vis-à-vis Mr. Hyde: Personality variation between virtual and real worlds
Information and Management
Trust and knowledge sharing in diverse global virtual teams
Information and Management
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We studied virtual organizational learning in open source software (OSS) development projects. Specifically, our research focused on learning effects of OSS projects and the factors that affect the learning process. The number and percentage of resolved bugs and bug resolution time of 118 SourceForge.net OSS projects were used to measure the learning effects. Projects were characterized by project type, number and experience of developers, number of bugs, and bug resolution time. Our results provided evidence of virtual organizational learning in OSS development projects and support for several factors as determinants of performance. Team size was a significant predictor, with mid-sized project teams functioning best. Teams of three to seven developers exhibited the highest efficiency over time and teams of eight to 15 produced the lowest mean time for bug resolution. Increasing the percentage of bugs assigned to specific developers or boosting developer participation in other OSS projects also improved performance. Furthermore, project type introduced variability in project team performance.