Changes in emergent software development routines: The moderation effects of routine diversity |
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| Institution: | 1. Department of Business Information & Analytics, Daniels College of Business, University of Denver, 2101 S. University Blvd, Denver, CO, USA;2. Department of Computer Information Systems, J. Mack Robinson College of Business, Georgia State University, 35 Broad Street, Atlanta, GA, USA;1. Universitat Politècnica de València, Spain;2. University of Valencia, Spain;3. ESIC Business & Marketing School, Spain;1. QUT Business School, Queensland University of Technology, 2 George St, Brisbane, 4000, QLD, Australia;2. IUBH School of Business and Management, Campus Berlin, Rolandufer 13, 10179, Berlin, Germany;3. Chair of Business Information Systems, ESCP Europe Business School, Heubnerweg 8-10, 14059, Berlin, Germany |
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| Abstract: | Research into the role of routine change has been conducted in relatively stable and structured organizational settings. This study extends the current understanding of routine change to more fluid organizational forms. Drawing on the literature in organizational routines and routine change, we develop and test a model that captures the dynamic relationships among routine change, routine diversity, and project performance in the context of open-source software development. By sequence-mining the digital trace data of OSS projects, we show that routine change reduces project popularity; however, this effect is mitigated as routine diversity increases. Thus, routine diversity provides a coping mechanism for participants to adapt to changing routines. This study reveals the dynamics in open-source development routines and their effects on project popularity, which can apply to various other fluid organizational forms. |
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| Keywords: | Open-source software development Organizational routines Project popularity Coordination Sequence analysis Fluid organizations |
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