%0 Journal Article %J Information & Management %D 2016 %T Roles and politeness behavior in community-based free/libre open source software development %A Kangning Wei %A Kevin Crowston %A Eseryel, U.Yeliz %A Robert Heckman %K Core–periphery structure %K open source software development %K Politeness behavior %X Community-based Free/Libre Open Source Software (FLOSS) development relies on contributions from both core and peripheral members. Prior research on core–periphery has focused on software coding-related behaviors. We study how core–periphery roles are related to social-relational behavior in terms of politeness behavior. Data from two FLOSS projects suggest that both core and peripheral members use more positive politeness strategies than negative strategies. Further, core and peripheral members use different strategies to protect positive face in positive politeness, which we term respect and intimacy, respectively. Our results contribute to FLOSS research and politeness theory. %B Information & Management %8 11/2016 %U https://crowston.syr.edu/sites/crowston.syr.edu/files/Group_maintenance%20paper%20to%20share.pdf %! Information & Management %R 10.1016/j.im.2016.11.006 %0 Conference Paper %B OSS2009: Open Source Ecosystems: Diverse Communities Interacting (IFIP 2.13) %D 2009 %T Group Maintenance Behaviors of Core and Peripherial Members of Free/Libre Open Source Software Teams %A Scialdone, Michael %A Li, Na %A Robert Heckman %A Kevin Crowston %X Group Maintenance is pro-social, discretionary, and relation-building behavior that occurs between members of groups in order to maintain reciprocal trust and cooperation. This paper considers how Free/libre Open Source Software (FLOSS) teams demonstrate such behaviors within the context of e-mail, as this is the primary medium through which such teams communicate. We compare group maintenance behaviors between both core and peripheral members of these groups, as well as behaviors between a group that remains producing software today and one which has since dissolved. Our findings indicate that negative politeness tactics (those which show respect for the autonomy of others) may be the most instrumental group maintenance behaviors that contribute to a FLOSS group’s ability to survive and continue software production. %B OSS2009: Open Source Ecosystems: Diverse Communities Interacting (IFIP 2.13) %S IFIP Advances in Information and Communication Technology %I Springer %V 299/2009 %P 298 - 309 %8 2009/// %G eng %& 26 %R http://dx.doi.org/10.1007/978-3-642-02032-2_26 %> https://flosshub.org/sites/flosshub.org/files/Group%20Maintenance%20Behavior.pdf %0 Conference Paper %B Computer Supported Cooperative Work 2008 %D 2008 %T Asynchronous Decision-Making in Distributed Teams %A Li, Qing %A Robert Heckman %A Eileen Allen %A Kevin Crowston %A Eseryel, U. Yeliz %A James Howison %A Andrea Wiggins %X 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. %B Computer Supported Cooperative Work 2008 %P 1–2 %8 July %G eng %> https://flosshub.org/sites/flosshub.org/files/CSCW2008FLOSSposter_sub.pdf %> https://flosshub.org/sites/flosshub.org/files/CSCW2008Poster11x17sub.pdf %0 Conference Paper %B OSS2007: Open Source Development, Adoption and Innovation (IFIP 2.13) %D 2007 %T Emergent Decision-Making Practices in Free/Libre Open Source Software (Floss) Development Teams %A Robert Heckman %A Kevin Crowston %A Eseryel, U. %A Howison, James %A Eileen Allen %A Li, Qing %X We seek to identify work practices that make Free/Libre Open Source Software (FLOSS) development teams effective. Particularly important to team effectiveness is decision making. In this paper, we report on an inductive qualitative analysis of 360 decision episodes of six FLOSS development teams. Our analysis revealed diversity in decision-making practices that seem to be related to differences in overall team characteristics and effectiveness. %B OSS2007: Open Source Development, Adoption and Innovation (IFIP 2.13) %S IFIP International Federation for Information Processing %I Springer %V 234/2007 %P 71 - 84 %8 2007/// %G eng %& 6 %R http://dx.doi.org/10.1007/978-0-387-72486-7_6 %> https://flosshub.org/sites/flosshub.org/files/Emergent%20Decision-Making.pdf %0 Conference Proceedings %B the International Conference on Information Systems (ICIS 2006) %D 2006 %T Emergent decision-making practices in technology-supported self-organizing distributed teams %A Robert Heckman %A Kevin Crowston %A Li, Qing %A Eileen Allen %A Eseryel, U. Yeliz %A James Howison %A Wei, Kangning %B the International Conference on Information Systems (ICIS 2006) %C Milwaukee, WI, 10–13 Dec %G eng %0 Conference Paper %B Twenty Seventh International Conference on Information Systems %D 2006 %T Emergent Decision-making Practices in Technology-Supported Self-Organizing Distributed Teams %A Robert Heckman %A Kevin Crowston %A Li, Qing %A Eileen Allen %A Eseryel, U. Yeliz %A James Howison %X 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. %B Twenty Seventh International Conference on Information Systems %P 1–12 %G eng %> https://flosshub.org/sites/flosshub.org/files/decision_making_practices.pdf %0 Conference Paper %B OSS2006: Open Source Systems (IFIP 2.13) %D 2006 %T From Individual Contribution to Group Learning %A Hala Annabi %A Kevin Crowston %A Robert Heckman %K apache %K case study %X Open Source Software (OSS) groups experience many benefits and challenges with respect to the core group’s effectiveness. In order to capitalize on the benefits and minimize the challenges, OSS groups must learn not only on the individual level, but also on the group level. OSS groups learn by integrating individual contributions into the group’s product and processes. This paper reports on the characteristics of the learning process in OSS groups. The study utilized an embedded single case study design that observed and analyzed group learning processes in the Apache Web server OSS project. The study used learning opportunity episodes (LOE) as the embedded unit of analysis and developed and utilized three content analytic schemes to describe the characteristics of the learning process and the factors affecting this process. %B OSS2006: Open Source Systems (IFIP 2.13) %S IFIP International Federation for Information Processing %I Springer %P 77 - 90 %G eng %R http://dx.doi.org/10.1007/0-387-34226-5_8 %> https://flosshub.org/sites/flosshub.org/files/From%20Individual%20Contribution%20to%20Group%20Learning.pdf %0 Unpublished Work %D 2006 %T A structurational perspective on leadership in technology-supported self-organizing small groups %A Kevin Crowston %A Robert Heckman %A Nora Misiolek %X In this conceptual paper, we present a structuration-based theory of leadership behaviours in virtual teams, that is to say, in self-organizing technology-supported small groups such as Free/Libre Open Source Software development teams. Such teams are often composed of members of relatively equal status or who are so disparate in background that formal organizational status seems irrelevant, reducing the usual leadership cues provided by organizational status and title. Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, group maintenance, and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. Specifically, we suggest that second-order leadership behaviours are those that build structures of signification in the form of interpretive schema, structures of domination in the form of role structures and structures of legitimation in the form of rules and norms. We argue that second-order leadership is enabled by first-order leadership, is therefore action embedded, and is grounded in processes that define the social identity of the group. We propose that effective teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by suggesting future research that might be conducted to test and further elaborate our theory. %I Syracuse University School of Information Studies %8 October %G eng %9 Working Paper %> https://flosshub.org/sites/flosshub.org/files/CrowstonHeckmanMisiolek.pdf %0 Conference Paper %B OSS2005: Open Source Systems %D 2005 %T A structurational perspective on leadership in Free/Libre Open Source Software teams %A Kevin Crowston %A Robert Heckman %A Hala Annabi %A Chengetai Masango %X In this conceptual paper, we present a structuration- based theory of leadership behaviours in self-organizing distributed teams such as Free/Libre Open Source Software development teams. Such teams are often composed of members of relatively equal status or who are so disparate in background that formal organizational status seems irrelevant, reducing the usual leadership cues provided by organizational status and title. Building on a functional view of leadership and structuration theory, we suggest that leaders are individuals who develop team structures that then guide the actions of team members. Specifically, we examine structures of signification in the form of shared mental models, structures of domination in the form of role structures and structures of legitimation in form of rules and norms. The main contribution of our paper is the integration of various social theories to describe emergent leadership behaviours in distributed teams. We develop a set of prop... %B OSS2005: Open Source Systems %P 9-15 %U http://pascal.case.unibz.it/handle/2038/623