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Understanding Partnerships between Corporations and the Open Source Community: A Research Gap
November/December 2008 (vol. 25 no. 6)
pp. 96-97
Carlos Santos Jr., Southern Illinois University at Carbondale
This article argues that the literature has overlooked corporations' motivations to engage in open source development endeavors, though "going-open" strategies are becoming increasingly common in the market-place. Almost invariably, motivational studies on open source have focused on volunteers, creating an imbalance that favors the adopters of such strategy, not the community. The complexities (and our lack of understanding) of the relationships between corporations and the open source community are presented through the sourceforge.net example. A new research route is suggested to fill this gap.

1. B. Fitzgerald, "The Transformation of Open Source Software," MIS Quarterly, vol. 30, no. 3, 2006, pp. 587–598.
2. "Sourceforge.net: An Open Source Incubator," PC Magazine, vol. 26, 2007, p. 70; www.pcmag.com/article20,2817,2090953,00.asp .
3. K. Crowston and J. Howison, "Hierarchy and Centralization in Free and Open Source Software Team Communications," Knowledge, Technology &Policy, winter 2006, pp. 65–85.
4. P. Ågerfalk and B. Fitzgerald, "Outsourcing to an Unknown Workforce: Exploring Open-Sourcing as a Global Sourcing Strategy," MIS Quarterly, vol. 32, no. 2, 2008, pp. 385–409.
5. D.F. Gallagher, "Helping Software Companies Be as Open as They Want to Be," New York Times,5 Nov. 2001, p. G4.
6. W. Wong, "Open-Source Repositories Open for Business," Electronic Design, vol. 50, 4 Feb. 2002, p. 27.

Index Terms:
open source software, Sourceforge, market strategies, going-open strategy, proprietary software, Microsoft, software market
Citation:
Carlos Santos Jr., "Understanding Partnerships between Corporations and the Open Source Community: A Research Gap," IEEE Software, vol. 25, no. 6, pp. 96-97, Nov.-Dec. 2008, doi:10.1109/MS.2008.167
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