Abstract

This version is stored in the Institutional Repository of the Hanken School of Economics, DHANKEN. Readers are asked to use the official publication in references.

No abstract

jsp?tp=&arnumber=6479985&url=http%3A%2F%2Fieeexp lore.ieee.org%2Fxpls%2Fabs_all.jsp%3Farnumber%3D6479985 This version is stored in the Institutional Repository of the Hanken School of Economics, DHANKEN. Readers are asked to use the official publication in references.

No abstract

Open data entrepreneurship is required to create novel services and sustainable value networks based on government released datasets. However, the business is still in its infancy. This paper investigates the emerging open data value network structure based on empirical findings from 14 Finnish organizations. The data was collected through interviews of early adopter open data entrepreneurs during the spring of 2012. We identified business models such as: saving costs with co-creation, creating new user interfaces by combining data from several sources, and analyzing and visualizing data. Understanding the business models, as well as the emerging OD value network, will help companies to better reap the benefits of open data, while contributing to academic discussion on how to establish an open data service ecosystem.

Abstract. The ability to create high-quality software artifacts that are usable over time is one of the essential requirements of the software business. In such a setting, open source software offers excellent opportunities for sustainability. In particular, safeguarding mechanisms against planned obsolescence by any single actor are built into the definition of open source. The most powerful of these mechanisms is the ability to fork the project. In this paper we argue that the possibility to fork serves as the invisible hand of sustainability that ensures that code remains open and that the code that best serves the community lives on. Furthermore, the mere option to fork provides a mechanism for safeguarding against despotic decisions by the project lead, who is thus guided in their actions to consider the best interest of the community.

This chapter explores how two organizations have changed their software development practices by introducing Open Source technology. Our aim is to understand the institutional changes that are needed in and emerge from this process. This chapter develops a conceptualization building on the insights of entrepreneurial institutionalism, concentrating on the changing relationships of organizational groups in the areas of decision-making, rewarding and communication. We identify the links between the 1) emerging, yet embedded technology and 2) the underlying institutional decision-making, reward and communication structures. We move the Open Source 2.0 research agenda forward by concentrating empirical work on the nuances of institutional change that open source brings about in large hierarchical organisations. We will discuss the appropriateness of internal accounting organized according to the principle of an open market vs. a local library. We believe that both of these metaphors can support innovation, but different groups will find different approaches more appealing.