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managingtheboundaryofanopenproject
Managing the Boundary of an ‘Open’ Project
Siobhán O’Mahony
Harvard University
somahony@
Fabrizio Ferraro
IESE Business School, University of Navarra
fferraro@
In Market Emergence and Transformation, edited by John Padgett and Walter Powell, forthcoming.
October 15, 2004
This research was supported by Stanford University Center for Work, Technology, and Organization, the Social Science Research Council Program on the Corporation and the Harvard University Business School Division of Research. We thank the attendees of the Santa Fe Workshop on the Network Construction of Markets for their helpful comments, in particular the helpful guidance of Woody Powell, Steve Barley and Ben Adida. The data collection and processing efforts of John Sheridan and Vikram Vijayaraghavan were much appreciated. All errors or omissions are our own. Neither author has any financial interest in Linux or open source companies.
Abstract
Theorists have speculated how open source software projects with porous boundaries develop code in an open and public environment. This research uses a multi-method approach to understand how one community managed open source software project, Debian, develops a membership process. We examine the project’s face-to-face social network during a five-year period (1997-2002) to see how changes in the social structure affect the evolution of membership mechanisms and the determination of gatekeepers. While the amount and importance of a contributor’s work increases the probability that a contributor will become a gatekeeper, those more central in the social network are more likely to become gatekeepers and thus influence the membership process. A greater understanding of the mechanisms open projects use to manage their boundaries has critical implications for knowledge producing communities operating in pluralistic, open and distributed environments. It also contributes to our theoretical understanding of how ne
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