Abstract: Given the increasing interest in using social software for company-internal communication and collaboration, this paper examines drivers and inhibitors of micro-blogging adoption at the workplace. While nearly one in two companies is currently planning to introduce social software, there is no empirically validated research on employees’ adoption. In this paper, we build on previous focus group results and test our research model in an empirical study using Structural Equation Modeling. Based on our findings, we derive recommendations on how to foster adoption. We suggest that micro-blogging should be presented to employees as an efficient means of communication, personal brand building, and knowledge management. In order to particularly promote content contribution, privacy concerns should be eased by setting clear rules on who has access to postings and for how long they will be archived.
Reference: Valentin Schöndienst, Hanna Krasnova, Oliver Günther, and Dirk Riehle. “Micro-Blogging Adoption in the Enterprise: An Empirical Analysis.” In Proceedings of the 10th International Conference on Wirtschaftsinformatik (WI 2011). Page 931-940.
The paper is available in PDF form. You may also like the prior paper “Modeling Micro-Blogging Adoption in the Enterprise” as well as my “patterns of effective tweeting”.
Update 2012-01-28: Springer changed the citation. The reference below reflects this.
Springer just republished our 2009 article on how vendor-owned open source works, again. Here is the abstract:
Abstract: Single-vendor commercial open source software projects are open source software projects that are owned by a single ﬁrm that derives a direct and signiﬁcant revenue stream from the software. Single-vendor commercial open source at ﬁrst glance represents an economic paradox: How can a ﬁrm earn money if it is making its product available for free as open source? This paper presents the core properties of single-vendor open source business models and discusses how they work. Using a single-vendor open source approach, ﬁrms can get to market faster with a superior product at lower cost than possible for traditional competitors. The paper shows how these beneﬁts accrue from an engaged and self-supporting user community. Lacking any prior comprehensive reference, this paper is based on an analysis of public statements by practitioners of single-vendor open source. It forges the various anecdotes into a coherent description of revenue generation strategies and relevant business functions.
Reference: Dirk Riehle. “The Single-Vendor Commercial Open Source Business Model.” Information Systems and e-Business Management vol. 10, no. 1. Springer Verlag, 2012. Page 5-17.
You can read it online, download a PDF, or use the Springer site.
Following up on my Lisog talk earlier this month, I was asked to write up the talk’s content. So here we go, my analysis of what commercial open source firms do to manage or steer open source projects they depend on.
Abstract: Most commercial software today depends on open source software. The commercial software might be using an underlying open source platform, or it might be incorporating open source components, or it might be provided as a commercial open source product itself. Whichever the case, the software firm behind the commercial software needs to ensure that its interests are met by the open source software projects it depends on. This article shows how commercial software firms manage or steer open source software projects to meet their business needs.