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E-raamat: Software Sourcing in the Age of Open: Leveraging the Unknown Workforce

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This SpringerBrief discusses multiple forms of open-source-inspired outsourcing: opensourcing, innersourcing and crowdsourcing. It uses a framework-based comparison to explain the strengths and weaknesses of each approach. By pointing out characteristics along with benefits and pitfalls of each approach, the authors provide nuanced and research-based advice to managers and developers facing software sourcing decisions. The differences and commonalities of these three emerging approaches are carefully analyzed. Chapters explore the primary challenges of reliability, efficiency and robustness in open-source methods. Examples from industrial cases are included, along with extensive references to recent research. The brief concludes with a comparative analysis of approaches and outlines key implications to be aware of when outsourcing. Software Sourcing in the Age of Open: Leveraging the Unknown Workforce is designed for professionals and researchers interested in outsourcing challenges. The content is also suitable for postgraduate students interested in contemporary software sourcing approaches.
1 Setting the Scene
1(10)
1.1 Introduction
1(1)
1.2 Intended Audience
2(1)
1.3 Definitions and Basic Sourcing Terminology
3(5)
1.3.1 Opensourcing
3(2)
1.3.2 Innersourcing
5(1)
1.3.3 Crowdsourcing
6(2)
1.4 Positioning the Sourcing Strategies
8(1)
1.5 Book Outline
9(2)
2 Opensourcing
11(16)
2.1 Background to Case Study Projects
12(1)
2.2 Company Cues
13(4)
2.2.1 Do Not Seek to Dominate and Control Process
13(1)
2.2.2 Provide Professional Management and Business Expertise
14(2)
2.2.3 Help Establish an Open and Trusted Ecosystem
16(1)
2.3 Community Cues
17(3)
2.3.1 Clear and Democratic Authority Structure and Process Transparency
17(1)
2.3.2 Responsible and Innovative Attitude
18(1)
2.3.3 Help Establish a Professional and Sustainable Ecosystem
19(1)
2.4 Company Versus Community Differences
20(1)
2.5 Summary of Opensourcing Cues
21(1)
2.6 Implications for Practice
22(5)
2.6.1 Complementariness of Expectations: Product Lifecycle
22(1)
2.6.2 Changes to Standard Development Management Practices
23(1)
2.6.3 Global Recruitment: From Unknown to Known
23(1)
2.6.4 Open Source: From Replication to Innovation
24(1)
2.6.5 Open Source: From Individual to Company
25(2)
3 Innersourcing
27(18)
3.1 Introduction to the Case Studies
27(1)
3.2 Product Cues
28(4)
3.2.1 Seed Product to Attract a Community
28(2)
3.2.2 Multiple Stakeholders for Variety in Contributions
30(1)
3.2.3 Modularity to Attract Contributors and Users
30(2)
3.3 Practices and Tools Cues
32(4)
3.3.1 Practices to Support Bazaar-Style Development
32(2)
3.3.2 Practices to Support Bazaar-Style Quality Assurance
34(1)
3.3.3 Standardization of Tools for Facilitating Collaboration
35(1)
3.4 Organization and Community Cues
36(6)
3.4.1 Coordination and Leadership to Support Meritocracy
37(1)
3.4.2 Transparency to Open Up the Organization
38(2)
3.4.3 Management Support and Motivation to Get People Involved
40(2)
3.5 Summary of Cues for Inner Source
42(1)
3.6 Implications for Research and Practice
43(2)
3.6.1 Managing Inner Source Projects
43(1)
3.6.2 Inner Source Adoption Models
43(2)
4 Crowdsourcing
45(16)
4.1 Introduction to the Case Study
46(2)
4.2 Key Cues in Crowdsourcing Software Development
48(10)
4.2.1 Task Decomposition
48(1)
4.2.2 Coordination and Communication
49(2)
4.2.3 Planning and Scheduling
51(2)
4.2.4 Quality Assurance
53(2)
4.2.5 Knowledge and Intellectual Property
55(2)
4.2.6 Motivation and Remuneration
57(1)
4.3 Summary of Key Crowdsourcing Findings
58(1)
4.4 Implications for Research and Practice
59(2)
5 Conclusion
61(10)
5.1 A Comparison Framework
61(7)
5.1.1 Locus of Control
62(1)
5.1.2 Nature of Workforce
63(1)
5.1.3 Community Motivation
64(1)
5.1.4 Company Motivation
65(2)
5.1.5 Duration of Engagement
67(1)
5.1.6 Nature of Participation
67(1)
5.2 Concluding Remarks
68(3)
References 71
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