Applying Open Source Development Practices Inside a Company

Lindman, Juho; Rossi, Matti; Marttiin, Pentti

doi:10.1007/978-0-387-09684-1_36

Cited by 20 publications

(24 citation statements)

References 14 publications

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“…The fear to reveal intellectual property was resolved thanks to the introduction of an OSS review board that involved both legal and technical aspects. Having an internal champion to give leverage to the needed organizational and process changes, convince skeptical managers (Henkel 2008), and evangelism of open source was a great success factor, also identified in the inner source literature (Lindman et al 2008). …”

Section: Opening Upmentioning

confidence: 99%

Open innovation using open source tools: a case study at Sony Mobile

et al. 2017

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Despite growing interest of Open Innovation (OI) in Software Engineering (SE), little is known about what triggers software organizations to adopt it and how this affects SE practices. OI can be realized in numerous of ways, including Open Source Software (OSS) involvement. Outcomes from OI are not restricted to product innovation but also include process innovation, e.g. improved SE practices and methods. This study explores the involvement of a software organization (Sony Mobile) in OSS communities from an OI perspective and what SE practices (requirements engineering and testing) have been adapted in relation to OI. It also highlights the innovative outcomes resulting from OI. An exploratory embedded case study investigates how Sony Mobile use and contribute to Jenkins and Gerrit; the two central OSS tools in their continuous integration tool chain. Quantitative analysis was performed on change log data from source code repositories in order to identify the top contributors and triangulated with the results from five semi-structured interviews to explore the nature of the commits. The findings of the case study include five major themes: i) The process of opening up towards the tool communities correlates in time with a general adoption of OSS in the organization. ii) Assets not seen as competitive advantage nor a source of revenue are made open to OSS communities, and gradually, the organization turns more open. iii) The requirements engineering process towards the community is informal and based on engagement. iv) The need for systematic and automated testing is still in its infancy, but the needs are identified. v) The innovation outcomes included free features and maintenance, and were believed to increase speed and quality in development. Adopting OI was a result of a paradigm shift of moving from Windows to Linux. This shift enabled Sony Mobile to utilize the Jenkins and Gerrit communities to make their internal development process better for its software developers and testers.

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Section: Opening Upmentioning

confidence: 99%

Open innovation using open source tools: a case study at Sony Mobile

et al. 2017

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“…OSS providers have to develop and adapt their business model according to the needs of their customers and communities [144,202]. Table 12: Focus and findings from the empirical research papers on using OSS development practices ID Topic [125] Illustrates the use of a company internal Sourceforge-like portal. [135] Adoption of OSS practices may be a way to standardize development processes.…”

Section: Providing Oss Productsmentioning

confidence: 99%

Adoption of open source software in software-intensive organizations – A systematic literature review

Hauge¹,

Ayala²,

Conradi³

2010

Information and Software Technology

196

113

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Context: Open source software (OSS) is changing the way organizations develop, acquire, use, and commercialize software. Objective: This paper seeks to identify how organizations adopt OSS, classify the literature according to these ways of adopting OSS, and with a focus on software development evaluate the research on adoption of OSS in organizations. Method: Based on the systematic literature review method we reviewed publications from 24 journals and seven conference and workshop proceedings, published between 1998 and 2008. From a population of 24289 papers, we identified 112 papers which provide empirical evidence on how organizations actually adopt OSS. Results: We show that adopting OSS involves more than simply using OSS products. We moreover provide a classification framework consisting of six distinctly different ways in which organizations adopt OSS. This framework is used to illustrate some of the opportunities and challenges organizations meet when approaching OSS, to show that OSS can be adopted successfully in different ways, and to organize and review existing research. We find that this research does not sufficiently describe the context of the organizations studied. It is furthermore fragmented and fails to benefit fully from related research fields. Finally, we present directions for future research.

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“…Riehle et al discuss this model in more detail and how it was applied at SAP [12]. Lindman et al [11] describe the ''iSource'' initiative at Nokia, which is also an infrastructure-based program. Dinkelacker et al [6] named the leveraging of OSS methods and tools within HP Corporation ''Progressive Open Source'' (POS) (see Section 2).…”

Section: Infrastructure-based Inner Source Modelmentioning

confidence: 99%

“…Several success stories and lessons learned have been reported based on case studies in a number of large organizations that have adopted Inner Source, such as Alcatel-Lucent [5], HP 0950-5849/$ -see front matter Ó 2011 Elsevier B.V. All rights reserved. doi:10.1016/j.infsof.2011.06.007 [6], Nokia [11], Philips [4] and SAP [12]. Though OSSD practices are more applicable to large organizations (due to geographic distribution inherent in large organizations), smaller organizations can also benefit from OSS development practices [13].…”

Section: Introductionmentioning

confidence: 99%