@conference {flosswp408,
	title = {Asynchronous Decision-Making in Distributed Teams},
	booktitle = {Computer Supported Cooperative Work 2008},
	year = {2008},
	month = {July},
	pages = {1{\textendash}2},
	abstract = {Extensive use of CSCW applications can influence group decision-making practices. Unlike previous research focused on the influence of synchronous ICTs, our study examines how group decisions are made in asynchronous communication channels. Our inductive qualitative analysis of 360 decision episodes of six FLOSS projects revealed diversity in decision-making practices, which appears to be related to differences in project effectiveness and task type. We also find that standardization of procedures through CSCW tools transforms the nature of some software development work from non-routine to standard procedure.},
	attachments = {https://flosshub.org/sites/flosshub.org/files/CSCW2008FLOSSposter_sub.pdf , https://flosshub.org/sites/flosshub.org/files/CSCW2008Poster11x17sub.pdf},
	author = {Li, Qing and Robert Heckman and Eileen Allen and Kevin Crowston and Eseryel, U. Yeliz and James Howison and Andrea Wiggins}
}
@article {86,
	title = {The role of face-to-face meetings in technology-supported self-organizing distributed teams},
	journal = {Ieee Transactions on Professional Communication},
	volume = {50},
	number = {3},
	year = {2007},
	note = {Times Cited: 0},
	pages = {185-203},
	abstract = {We examine the role of face-to-face meetings in the context of technology-supported self-organizing distributed (or virtual teams), specifically Free/Libre Open Source Software (FLOSS) development teams. Based on a qualitative inductive analysis of data from interviews and observations at FLOSS conferences, we identify a variety of settings in which developers meet face-to-face, and we point out the activities performed in these settings and the benefits obtained. Contrary to conventional wisdom about distributed teams, FLOSS developers generally do not meet face-to-face until the project is well under way. An additional benefit offace-to-face meetings is time away from a regular job and speed of interaction for certain kinds of tasks.},
	author = {Kevin Crowston and James Howison and Chengetai Masango and Eseryel, U. Yeliz}
}
@proceedings {107,
	title = {Emergent decision-making practices in technology-supported self-organizing distributed teams},
	year = {2006},
	address = {Milwaukee, WI, 10{\textendash}13 Dec},
	author = {Robert Heckman and Kevin Crowston and Li, Qing and Eileen Allen and Eseryel, U. Yeliz and James Howison and Wei, Kangning}
}
@conference {flosswp406,
	title = {Emergent Decision-making Practices in Technology-Supported Self-Organizing Distributed Teams},
	booktitle = {Twenty Seventh International Conference on Information Systems},
	year = {2006},
	pages = {1{\textendash}12},
	abstract = {We seek to identify work practices that make technology-supported self-organizing distributed (or virtual) teams (TSSODT for short) effective in producing outputs satisfactory to their sponsors, meeting the needs of their members and continuing to function. A particularly important practice for team effectiveness is decision making: are the right decisions made at the right time to get the work done in a way that satisfies team sponsors, keeps contributors happy and engaged, and enables continued team success? In this research-in-progress paper, we report on an inductive qualitative analysis of 120 decision episodes taken by 2 Free/libre Open Source Software development teams (the completed paper will include 360 episodes from 6 teams). Our analysis revealed differences in the performance of the two teams that seems to be related to differences in overall project effectiveness.},
	attachments = {https://flosshub.org/sites/flosshub.org/files/decision_making_practices.pdf},
	author = {Robert Heckman and Kevin Crowston and Li, Qing and Eileen Allen and Eseryel, U. Yeliz and James Howison}
}
