Reuse and productivity in integrated computer-aided software engineering: an empirical study
MIS Quarterly - Special issue on the strategic use of information systems
An Empirical Study of Software Reuse with Special Attention to Ada
IEEE Transactions on Software Engineering
On the Job Learning in the Software Industry: Corporate Culture and the Acquisition of Knowledge
On the Job Learning in the Software Industry: Corporate Culture and the Acquisition of Knowledge
Two case studies of open source software development: Apache and Mozilla
ACM Transactions on Software Engineering and Methodology (TOSEM)
Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams
Organization Science
An Empirical Study of Speed and Communication in Globally Distributed Software Development
IEEE Transactions on Software Engineering
Recombinant Uncertainty in Technological Search
Management Science
An Empirical Study of Open-Source and Closed-Source Software Products
IEEE Transactions on Software Engineering
A Topological Analysis of the Open Souce Software Development Community
HICSS '05 Proceedings of the Proceedings of the 38th Annual Hawaii International Conference on System Sciences - Volume 07
Producing Open Source Software: How to Run a Successful Free Software Project
Producing Open Source Software: How to Run a Successful Free Software Project
Software reuse: survey and research directions
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
Human-Computer Interaction
Learning from Experience in Software Development: A Multilevel Analysis
Management Science
Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities
Organization Science
ACM Transactions on Software Engineering and Methodology (TOSEM)
A Hidden Markov Model of Developer Learning Dynamics in Open Source Software Projects
Information Systems Research
Composition of scientific teams and publication productivity at a national science lab
Journal of the American Society for Information Science and Technology
Developer Heterogeneity and Formation of Communication Networks in Open Source Software Projects
Journal of Management Information Systems
A Hidden Markov Model of Developer Learning Dynamics in Open Source Software Projects
Information Systems Research
A Benchmarking Model for Management of Knowledge-Intensive Service Delivery Networks
Journal of Management Information Systems
Links to the source - a multidimensional view of social ties for the retention of FLOSS developers
Proceedings of the 50th annual conference on Computers and People Research
A Benchmarking Model for Management of Knowledge-Intensive Service Delivery Networks
Journal of Management Information Systems
Network Positions and Contributions to Online Public Goods: The Case of Chinese Wikipedia
Journal of Management Information Systems
Proceedings of the 2013 annual conference on Computers and people research
Network ties and the success of open source software development
The Journal of Strategic Information Systems
Social Capital in Management Information Systems Literature
Journal of Information Technology Research
Hi-index | 0.00 |
What determines the success of open source projects? In this study, we investigate the impact of network social capital on open source project success. We define network social capital as the benefits open source developers secure from their membership in developer collaboration networks. We focus on one specific type of success as measured by the rate of knowledge creation in an open source project. Specific hypotheses are developed and tested using a longitudinal panel of 2,378 projects hosted at SourceForge. We find that network social capital is not equally accessible to or appropriated by all projects. Our main results are as follows. First, projects with greater internal cohesion (that is, cohesion among the project members) are more successful. Second, external cohesion (that is, cohesion among the external contacts of a project) has an inverse U-shaped relationship with the project's success; moderate levels of external cohesion are best for a project's success rather than very low or very high levels. Third, the technological diversity of the external network of a project also has the greatest benefit when it is neither too low nor too high. Fourth, the number of direct and indirect external contacts positively affects a project's success such that the effect of the number of direct contacts is moderated by the number of indirect contacts. These results are robust to several control variables and alternate model specifications. Several theoretical and managerial implications are provided.