Anatomy of a Decision Trap in Complex New Product Development Projects

Oorschot, K.E. van; Akkermans, Hans; Sengupta, Kishore; Wassenhove, Luk N. Van

doi:10.5465/amj.2010.0742

Cited by 100 publications

(87 citation statements)

References 55 publications

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“…We opted for an in-depth, qualitative archival longitudinal study (Hoegl et al 2004;Roberts et al 2006;van Oorschot et al 2013;Wright and Zammuto 2013). We chose the Linux Kernel community as our open source study because it has been in existence for over two decades, has shown sustainable growth in developer numbers, code base size, and users (commercial and otherwise) (Benkler 2002;Torvalds 1999), and has lived through a history of arguing over the various technologies needed to coordinate, organize and control the community (Lee and Cole 2003;Weber 2004).…”

Section: Research Settingmentioning

confidence: 99%

Folding and Unfolding: Balancing Openness and Transparency in Open Source Communities

Shaikh

Vaast

2016

Information Systems Research

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Open source communities rely on the espoused premise of complete openness and transparency of source code and development process. Yet, openness and transparency at times need to be balanced out with moments of less open and transparent work. Through our detailed study of Linux Kernel development we build a theory that explains that transparency and openness are nuanced and changing qualities that certain developers manage as they use multiple digital technologies and create, in moments of needs, more opaque and closed digital spaces of work. We refer to these spaces as digital folds. Our paper contributes to extant literature: by providing a process theory of how transparency and openness are balanced with opacity and closure in open source communities according to the needs of the development work; by conceptualizing the nature of digital folds and their role in providing quiet spaces of work: and, by articulating how the process of digital folding and unfolding is made far more possible by select elite actors' navigating the line between the pragmatics of coding and the accepted ideology of openness and transparency.

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Section: Research Settingmentioning

confidence: 99%

Folding and Unfolding: Balancing Openness and Transparency in Open Source Communities

Shaikh

Vaast

2016

Information Systems Research

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“…Group model building is a tradition focusing on how to access and represent the mental models of groups of experts (Vennix, 1996). Earlier examples of studies capturing mental models of experts to explain policy resistance are Perlow et al (2002), Sterman (2002), andVan Oorschot et al (2013). However, these studies collected data on the level of single organizations.…”

Section: Focusing On Policy Resistance With System Dynamicsmentioning

confidence: 98%

Sustainability transition dynamics: Towards overcoming policy resistance

Gooyert

Rouwette

Kranenburg

et al. 2016

Technological Forecasting and Social Change

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a b s t r a c t Sustainability transitions receive major scholarly attention, often explicitly with the intention to develop policy recommendations aimed towards progressing such transitions. Despite these efforts, many implemented transition policies have not been able to meet expectations. This tendency of systems to defeat the policies that have been designed to improve them is known as 'policy resistance'. This paper addresses the question how we can explain the persistence of policy resistance in the context of sustainability transitions, and aims to bring us a step further in the direction of identifying policies that support overcoming policy resistance. System dynamics is an approach that explicitly addresses policy resistance and we investigate how this approach complements existing transition approaches. As an illustration, we apply the approach to the case of the Dutch energy transition, with the participation of 96 experts. We conclude that system dynamics complements the dominant multi-level perspective and the transition management approach by providing a middle ground between emphasizing agency or structure. Moreover, the approach helps overcoming policy resistance by mapping out the structure of the system responsible for policy resistance, thereby enabling the identification of high leverage points that support sustainability transitions.

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“…Substitution selection has been depicted to occur only after the team has been fully staffed, and though that is usually the case, in some sequential selection situations it is possible that one of the selected team members may quit and need to be replaced, necessitating substitution selection even before the team is fully staffed. Although not labeled as such, the longitudinal study by Van Oorschot, Akkermans, Sengupta, and Van Wassenhove (2013) provides evidence of simultaneous selection, constraint-driven sequential selection, coevolution-driven sequential selection, and substitution selection. The detailed characteristics of each of the three processes are presented in Table 2.…”

Section: Fully Staffed Teammentioning

confidence: 99%

“…ramp-up phase, Van Oorschot et al, 2013). Since usually (but not necessarily) only one selection decision is being taken at a time, the decisionmaking is generally less complex than simultaneous selection, but because the team is not yet fully staffed (as is usually the case with substitution selection), it is more complex than substitution selection.…”

Section: Sequential Selectionmentioning

confidence: 99%

Viewing team selection through a temporal lens

Pinto

2017

Organizational Psychology Review

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This paper builds synthesized coherence (Locke & Golden-Biddle, 1997) across disciplines such as organizational behavior, personnel psychology, entrepreneurship, project management, and strategic management by developing a temporal team selection framework that delineates three temporal team selection processes (i.e., simultaneous selection, sequential selection, and substitution selection). Of these three processes, sequential selection, which could either be constraint-driven or coevolution-driven, is a new conceptualization. This framework speaks to the broader research stream on membership dynamics, and therefore its key constructs such as arithmetic of membership change (Arrow & McGrath, 1993) and temporal patterning of membership change (Arrow & McGrath, 1993) have been systematically applied to the temporal team selection processes. Finally, the implications of this theorizing for both research and practice are discussed.

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Anatomy of a Decision Trap in Complex New Product Development Projects

Cited by 100 publications

References 55 publications

Folding and Unfolding: Balancing Openness and Transparency in Open Source Communities

Folding and Unfolding: Balancing Openness and Transparency in Open Source Communities

Sustainability transition dynamics: Towards overcoming policy resistance

Viewing team selection through a temporal lens

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