This paper presents a psychological contract perspective on the
use of the open source development model as a global sourcing
strategy—opensourcing, as we term it here—whereby commercial
companies and open source communities collaborate on development of
software of commercial interest to the company. Building on previous
research on information systems outsourcing, a theoretical framework
for exploring the opensourcing phenomenon is derived. The first
phase of the research concerned qualitative case studies involving
three commercial organizations (IONA Technologies, Philips Medical
Systems and Telefonica) that had "liberated" what had hitherto been
proprietary software and sought to grow a global open source
community around their product. We followed this with a large-scale
survey involving additional exemplars of the phenomenon. The study
identifies a number of symmetrical and complementary customer and
community obligations that are associated with opensourcing success.
We also identify a number of tension points on which customer and
community perceptions tend to vary. Overall the key watchwords for
opensourcing are openness, trust, tact, professionalism,
transparency, and complementariness: The customer and community need
to establish a trusted partnership of shared responsibility in
building an overall opensourcing ecosystem. The study reveals an
ongoing shift from OSS as a community of individual developers to
OSS as a community of commercial organizations, primarily small- to
medium-sized enterprises. It also reveals that opensourcing provides
ample opportunity for companies to headhunt top developers, hence
moving from outsourcing to a largely unknown OSS workforce toward
recruitment of developers from a global open source community whose
talents have become known as a result of the opensourcing
experience.
Keywords:
Open source, opensourcing, offshoring, outsourcing, global software
development, crowdsourcing