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논문 기본 정보
- 자료유형
- 학술저널
- 저자정보
- 저널정보
- 한국경영정보학회 Asia pacific journal of information systems Asia pacific journal of information systems 제23권 제3호
- 발행연도
- 2013.1
- 수록면
- 1 - 23 (23page)
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Open Source Software Development (OSSD) differentiates itself from traditional closed software development in that it reveals its source codes online and allows anyone to participate in projects. Even though its success was in doubt, many of the open collaborative working models produced successful results. Academia started to get interested in how developers are willing to participate even when there are no extrinsic rewards for their efforts. Many studies tried to explain developers' motivations, and the pursuit of ideology, reputation, and altruism are found to be the answers. Those studies, however, focused mostly on how the first contribution is made out of a certain motivation. Nowadays, OSSD reaches at its maturity and 70% of professional developers have used or utilized open source software or code in their works. As the proportion of people experiencing OSS, the accounts from previous studies are expected to be weakened. Also, extant literature fails to explain how the motivation of participating in OSS evolves over time and experiences. Given that changing over time or over experiences is the natural in the perception of motivation, studies in an attempt to understand how the motivation changes or evolves are in need. In this study, we aimed to explain how the perception about OSS from past usage or related experiences leads to the intention to sustain OSS participations. By doing so, we try to bridge the gap between previous studies and the actual phenomenon. We argued that perceived instrumentality about OSS learned from past experiences will first affect the formation of organizational identity towards general OSS community. And once the organizational identity is formed, it will affect the one's following behaviors related to OSS development, most likely to sustain the favoring stance toward OSS community. Our research distinguishes itself from previous one in that it divides the paths from organizational identity formed to the intention to sustain the voluntary helping behaviors, by altruistic and conforming intentions. Drawing on this structural model, we could explain how organizational identity engages in forming the sustaining intention from past experiences, and that the intention to help at individual level and organizational level works at different level in OSS community. We grounded our arguments on Social identity theory and Organizational Citizenship theory. We examined our assumption by constructing a structural equation model (SEM) and had 88 developers to answer our online surveys. The result is analyzed by PLS (partial least square) method. Consequently, all paths but one in our model are supported, the one which assumed the association between perceived instrumentality and altruistic intention. Our results provide directions in designing online collaborative platforms where open access collaboration is meant to occur. Theoretically, our study suggests that organizational citizenship behavior can occur from organizational identity, even in bottom-up organizational settings. More specifically, we also argue to consider both organizational level and individual level of motivation in inducing sustained participations within the platforms. Our result can be interpreted to indicate the importance of forming organizational identity in sustaining the participatory behaviors. It is because there was no direct association between perceived instrumentality from past experiences and altruistic behavior, but the perception of organizational identity bridges the two constructs. This means that people with no organizational identity can sustain their participations through conforming intention from only the perception of instrumentality, but it needs little more than that for the people to feel the intention to directly help someone in the community-first to form the self-identity as a member of the given community.
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참고문헌 (55)
참고문헌 신청
Albert, S / 1985 / OrganizationalIdentity / Research in Organizational Behavior 7:263~295
Ashforth, B.E / 1989 / Social IdentityTheory and the Organization," Academy ofManagement Review / Academy ofManagement Review 14(1):20~39
Ashforth, B.E / 1996 / OrganizationalIdentity and Strategy as a Context for theIndividual / Advances in Strategic Management 13:19~64
Asklund, U / 2002 / A Study ofConfiguration Management in Open SourceSoftware Projects / IEE Proceedings-Software 149(1):40~46
Bagozzi, R.P / 2002 / Multiple Routesfor Social Influence: The Role of Compliance,Internalization, and Social Identity / Social Psychology Quarterly 65(3):226~247
Ashforth, B.E / 1989 / Social IdentityTheory and the Organization," Academy ofManagement Review / Academy ofManagement Review 14(1):20~39
Ashforth, B.E / 1996 / OrganizationalIdentity and Strategy as a Context for theIndividual / Advances in Strategic Management 13:19~64
Asklund, U / 2002 / A Study ofConfiguration Management in Open SourceSoftware Projects / IEE Proceedings-Software 149(1):40~46
Bagozzi, R.P / 2002 / Multiple Routesfor Social Influence: The Role of Compliance,Internalization, and Social Identity / Social Psychology Quarterly 65(3):226~247
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