@article {2020,
	title = {GitLab: Work where you want, when you want},
	journal = {Journal of Organizational Design},
	volume = {9},
	year = {2020},
	month = {2020/11/16},
	pages = {23},
	abstract = {<p>GitLab is a software company that works {\textquotedblleft}all remote{\textquotedblright} at the scale of more than 1000 employees located in more than 60 countries. GitLab has no physical office and its employees can work from anywhere they choose. Any step of the organizational life of a GitLab employee (e.g., hiring, onboarding and firing) is performed remotely, except for a yearly companywide gathering. GitLab strongly relies on asynchronous coordination, allowing employees to work anytime they want. After highlighting some of the main practices implemented by GitLab to effectively work all remotely and asynchronously, I asked renowned organizational scientists their thoughts on this interesting case and to question the generalizability of the all remote asynchronous model. Understanding whether and under what conditions this model can succeed can be of guidance for organizational designers that are now considering different remote models in response of the COVID-19 shock and its aftermath.</p>},
	isbn = {2245-408X},
	doi = {10.1186/s41469-020-00087-8},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/s41469-020-00087-8.pdf},
	author = {Choudhury, Prithwiraj and Crowston, Kevin and Dahlander, Linus and Minervini, Marco S. and Raghuram, Sumita}
}
@inbook {9999,
	title = {Levels of trace data for social and behavioural science research},
	booktitle = {Big Data Factories: Collaborative~Approaches},
	year = {2017},
	publisher = {Springer Nature},
	organization = {Springer Nature},
	abstract = {<p>The explosion of data available from online systems such as social media is creating a wealth of trace data, that is, data that record evidence of human activity. The volume of data available offers great potential to advance social and behavioural science research. However, the data are of a very different kind than more conventional social and behavioural science data, posing challenges to use. This paper adopts a data framework from Earth Observation science and applies it to trace data to identify possible issues in analyzing trace data. Application of the framework also reveals issues for sharing and reusing data.</p>},
	isbn = {978-3-319-59186-5},
	doi = {10.1007/978-3-319-59186-5_4},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/160529\%20levels\%20book\%20chapter_0.pdf},
	author = {Kevin Crowston},
	editor = {Sorin Matei and Sean Goggins and Nicolas Jullien}
}
@article {2014,
	title = {Editorial: The role of information systems in enabling open innovation},
	journal = {Journal of the Association for Information Systems },
	volume = {15},
	year = {2014},
	month = {11/2014},
	chapter = {Article 4},
	doi = {10.17705/1jais.00381},
	url = {http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1692\&context=jais},
	author = {Eoin Whelan and Kieran Conboy and Kevin Crowston and Lorraine Morgan and Matti Rossi}
}
@article {9999,
	title = {Leadership in self-managing virtual teams},
	year = {2010},
	month = {12/2010},
	publisher = {Syracuse University School of Information Studies},
	abstract = {In this paper, we present a theory of leadership in self-managing virtual teams. We are particularly interested in self-managing virtual teams because self-management seems to be a common phenomenon in teams that interact primarily through information technology (so-called virtual teams). Building on leadership theory and structuration theory, the theory describes leadership as a process that results in the reinforcement, creation and evolution of ongoing structures and distinguishes between two types of leadership. We identify first-order leadership as leadership that works within and reinforces existing structures to elicit and guide group contributions.
We define second-order leadership as behavior that effects changes in the structure that guides group action. We argue that second-order leadership is enabled by first-order leadership, is therefore action embedded, and is grounded in processes that define the social identity of the team. We propose that effective self-managing virtual teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by presenting a set of research questions and suggestions for future research.},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/JOB\%20REVISED\%20to\%20distribute.pdf},
	author = {Kevin Crowston and Heckman, Robert and Misiolek, Nora}
}
@inbook {Crowston:2008b,
	title = {The bug fixing process in proprietary and free/libre open source software: A coordination theory analysis},
	booktitle = {Business Process Transformation},
	year = {2008},
	pages = {69-99},
	publisher = {M. E. Sharpe},
	organization = {M. E. Sharpe},
	address = {Armonk, NY},
	abstract = {To support business process transformation, we must first be able to represent business processes in a way that allows us to compare and contrast them or to design new ones. In this paper, I use coordination theory to analyze the bug fixing processes in the proprietary operating system development group of a large mini-computer manufacturer and for the Free/Libre Open Source Software Linux operating system kernel. Three approaches to identifying dependencies and coordination mechanisms are presented. Mechanisms analyzed include those for task assignment, resource sharing and managing dependencies between modules of source code. The proprietary development organization assigned problem reports to engineers based on the module that appeared to be in error, since engineers only worked on particular modules. Alternative task assignment mechanisms include assignment to engineers based on workload or voluntary assignment, as in Linux. In the proprietary process, modules of source code were not shared, but rather {\textquotedblleft}owned{\textquotedblright} by one engineer, thus reducing the need for coordination. In Linux, where multiple developers can work on the same modules, alternative resource sharing mechanisms have been developed to manage source code. Finally, the proprietary developers managed dependencies between modules informally, relying on their personal knowledge of which other engineers used their code. The Linux process allows developers to change code in multiple modules, but emphasizes modularity to reduce the need to do so.},
	keywords = {Coordination, FLOSS},
	isbn = {9780765611918},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/The\%20bug\%20fixing\%20process\%20in\%20proprietary\%20.pdf},
	author = {Kevin Crowston},
	editor = {Grover, Varun and Markus, M. Lynne}
}
@article {2007,
	title = {Emergent leadership in self-organizing virtual teams (Poster)},
	year = {2007},
	address = {Montr{\'e}al, Qu{\'e}bec, Canada, 9{\textendash}12 Dec},
	keywords = {FLOSS, Leadership},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/20081204\%20ICIS\%20Poster_v.5.1.pdf},
	author = {Heckman, Robert and Kevin Crowston and Misiolek, Nora and Eseryel, U. Yeliz}
}
@article {2007,
	title = {Investigating the Dynamics of FLOSS Development Teams (Poster)},
	year = {2007},
	note = {SD 2007 poster - Full Adobe PDF
2007 HSD PI{\textquoteright}s conference poster reporting on the grant project work to date in a full Adobe PDF file.

HSD 2007 poster - Small PDF
HSD 2007 conference grant progress reporting poster in a smaller PDF file.
},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/HSDposter_8.ai_.pdf , https://floss.syr.edu/sites/crowston.syr.edu/files/HSDposter_8.pdf},
	author = {Li, Na and Li, Qing and Kangning Wei and Heckman, Robert and Eseryel, U. Yeliz and Liddy, Elizabeth D. and James Howison and Kevin Crowston and Allen, Eileen E. and Scialdone, Michael J. and Inoue, Keisuke and Harwell, Sarah and Rowe, Steven and McCracken, Nancy and Wiggins, Andrea}
}
@article {Crowston:2007,
	title = {The role of face-to-face meetings in technology-supported self-organizing distributed teams},
	journal = {IEEE Transactions on Professional Communications},
	volume = {50},
	number = {3},
	year = {2007},
	pages = {185{\textendash}203},
	abstract = {We examine the role of face-to-face meetings in the context of technology-supported self-organizing distributed or virtual teams, specifically Free/Libre Open Source Software (FLOSS) development teams. Based on a qualitative inductive analysis of data from interviews and observations at FLOSS conferences, we identify a variety of settings in which developers meet face-to-face, activities performed in these settings and benefits obtained. Contrary to the conventional wisdom, FLOSS developers generally do not meet face-to-face until the project is well under way. An additional benefit of face-to-face meetings is time away from a regular job and speed of interaction for certain kinds of tasks.},
	keywords = {FLOSS},
	doi = {10.1109/TPC.2007.902654},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/070122.pdf},
	author = {Kevin Crowston and James Howison and Masango, Chengetai and Eseryel, U. Yeliz}
}
@proceedings {Heckman:2007a,
	title = {A structurational perspective on leadership in virtual teams},
	year = {2007},
	pages = {151{\textendash}168},
	publisher = {Springer},
	address = {Portland, OR},
	abstract = {Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, group maintenance and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. We argue that second-order leadership is enabled by first-order leadership and is therefore action embedded and grounded in processes that define the social identity of the group. We propose that effective virtual teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by suggesting future research that might be conducted to test and further elaborate our theory.},
	keywords = {FLOSS, Leadership},
	doi = {10.1007/978-0-387-73025-7_12},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/AStructurationalPerspectiveOnLeadership.pdf},
	author = {Heckman, Robert and Kevin Crowston and Misiolek, Nora},
	editor = {Kevin Crowston and Seiber, Sandra}
}
@article {2006,
	title = {Investigating the Dynamics of FLOSS Development Teams (Poster)},
	year = {2006},
	note = {Poster describing the current state of the project for the HSD Principal Investigators{\textquoteright} conference, 14-15 September 2006, Washington DC.},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/hsd2006poster.pdf},
	author = {Li, Qing and Kangning Wei and Heckman, Robert and Eseryel, U. Yeliz and Liddy, Elizabeth D. and James Howison and Kevin Crowston and Allen, Eileen E. and Inoue, Keisuke and Harwell, Sarah and Rowe, Steven and McCracken, Nancy}
}
@proceedings {Crowston:2005e,
	title = {Effective work practices for FLOSS development: A model and propositions},
	year = {2005},
	note = {"Effective work practices for Software Engineering: Free/Libre Open Source Software Development". Presentation at the Workshop on Interdisciplinary Software Engineering 2004, SIGSOFT 2004/FSE-12 Conference, Newport Beach, CA, 5 November. Powerpoint file.},
	address = {Big Island, Hawai{\textquoteright}i, January},
	abstract = {We review the literature on Free/Libre Open Source Software (FLOSS) development and on software development, distributed work and teams more generally to develop a theoretical model to explain the performance of FLOSS teams. The proposed model is based on Hackman{\textquoteright}s [1] model of effectiveness of work teams, with coordination theory [2] and collective mind [3] to extend Hackman{\textquoteright}s model by elaborating team practices relevant
to effectiveness in software development. We propose a set of propositions to guide further research.},
	doi = {10.1109/HICSS.2005.222},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/22680197a.pdf , https://floss.syr.edu/sites/crowston.syr.edu/files/041101\%20Wiser\%20Presentation.pdf},
	author = {Kevin Crowston and Annabi, Hala and James Howison and Masango, Chengetai}
}
@conference {Crowston:2005b,
	title = {Face-to-face interactions in self-organizing distributed teams},
	booktitle = {Academy of Management Conference},
	year = {2005},
	address = {Honolulu, HI},
	abstract = {We explore the role of face-to-face meetings in the life of distributed teams using data from Free/Libre Open Source Software (FLOSS) development teams. Such distributed teams are part of many organizations{\textquoteright} new vision of management in the 21st century. Practitioner research has suggested the need for face-to-face meetings when a team is formed, but few studies have considered the role of face-to-face meetings during a team{\textquoteright}s life. Based on a qualitative inductive analysis of data from interviews and observations at FLOSS conferences, we identify a variety of settings in which FLOSS developers meet face-to-face, activities performed in these settings and benefits obtained. Contrary to prior research, we find that FLOSS developers generally do not meet until the project is well under way. We also find that an additional benefit of face-to-face meetings is time away from a regular job. We conclude by noting limitations in our data collection due to a focus on core developers in large projects and with directions for further research.},
	keywords = {FLOSS},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/FaceToFace\%20Interactions.pdf},
	author = {Kevin Crowston and James Howison and Masango, Chengetai and Eseryel, U. Yeliz}
}
@proceedings {Crowston:2005a,
	title = {A structurational perspective on leadership in Free/Libre Open Source Software teams},
	year = {2005},
	address = {Genova, Italy},
	abstract = {In this conceptual paper, we present a structuration-based theory of leadership behaviours in self-organizing virtual distributed teams such as Free/Libre Open Source Software development teams. Such teams are often composed of members of relatively equal status or who are so disparate in background that formal organizational status seems irrelevant, reducing the usual leadership cues provided by organizational status and title. Building on a functional view of leadership and structuration theory, we suggest that leaders are individuals who develop team structures that then guide the actions of team members. Specifically, we examine structures of signification in the form of shared mental models, structures of domination in the form of role structures and structures of legitimation in form of rules and norms. The main contribution of our paper is the integration of various social theories to describe emergent leadership behaviours in distributed teams. We develop a set of propositions and illustrate with examples taken from Free/Libre Open Source Software development teams. We conclude by suggesting future research that might be conducted to test and further elaborate our theory.},
	keywords = {FLOSS, Leadership},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/crowston-final.pdf},
	author = {Kevin Crowston and Heckman, Robert and Annabi, Hala and Masango, Chengetai}
}
@conference {2004,
	title = {Effective work practices for software engineering},
	booktitle = {Proceedings of the 2004 ACM workshop on Interdisciplinary software engineering research (WISER {\textquoteright}04)},
	year = {2004},
	pages = {18},
	publisher = {ACM Press},
	organization = {ACM Press},
	address = {Newport Beach, CA, USA},
	abstract = {We review the literature on Free/Libre Open Source Software (FLOSS) development and on software development, distributed work and teams more generally to develop a theoretical model to explain the performance of FLOSS teams. The proposed model is based on Hackman{\textquoteright}s [34] model of
effectiveness of work teams, with coordination theory [52] and collective mind [79] to extend Hackman{\textquoteright}s model by elaborating team practices relevant to effectiveness in software development. We propose a set of propositions to guide further research.},
	keywords = {FLOSS},
	isbn = {1581139888},
	doi = {10.1145/1029997.1030003},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/p18-crowston.pdf},
	author = {Kevin Crowston and Annabi, Hala and James Howison and Masango, Chengetai}
}
@conference {Crowston:2004c,
	title = {Towards a portfolio of FLOSS project success measures},
	booktitle = {Workshop on Open Source Software Engineering, 26th International Conference on Software Engineering},
	year = {2004},
	address = {Edinburgh},
	abstract = {Project success is one of the most widely used dependent variables in information systems research. However, conventional measures of project success are difficult to apply to Free/Libre Open Source Software projects. In this paper, we present an analysis of four measures of success applied to SourceForge projects: number of members of the extended development community, project activity, bug fixing time and number of downloads. We argue that these four measures provide different insights into the collaboration and control mechanisms of the projects.},
	attachments = {https://floss.syr.edu/sites/crowston.syr.edu/files/Towards_a_Portfolio_\%20of\%20_FLOSS_Project.pdf},
	author = {Kevin Crowston and Annabi, Hala and James Howison and Masango, Chengetai}
}
