TY - JOUR T1 - Functional and Visionary Leadership in Self-Managing Virtual Teams JF - Group & Organization Management Y1 - 2021 A1 - Eseryel, U. Yeliz A1 - Kevin Crowston A1 - Heckman, Robert KW - functional leadership KW - Leadership KW - Self-managing teams KW - structuration theory KW - virtual teams KW - visionary leadership AB -

In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement and evolution of shared mental models and shared norms that influence team member behaviour towards the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

VL - 46 IS - 2 ER - TY - JOUR T1 - Free/Libre Open Source Software Development: What we know and what we do not know JF - ACM Computing Surveys Y1 - 2012 A1 - Kevin Crowston A1 - Kangning Wei A1 - James Howison A1 - Wiggins, Andrea AB - We review the empirical research on Free/Libre and Open Source Software (FLOSS) development and assess the state of the literature. We develop a framework for organizing the literature based on the input-mediator-output- input (IMOI) model from the small groups literature. We present a quantitative summary of articles selected for the review and then discuss findings of this literature categorized into issues pertaining to inputs (e.g., member characteristics, technology use and project characteristics), processes (software development and social processes), emergent states (e.g., trust and task related states) and outputs (e.g. team performance, FLOSS implementation and project evolution). Based on this review, we suggest topics for future research, as well as identifying methodological and theoretical issues for future inquiry in this area, including issues relating to sampling and the need for more longitudinal studies. VL - 44 ER - TY - Generic T1 - From Individual Contribution to Group learning: the Early Years of Apache Web Server T2 - Proceedings of the IFIP 2nd International Conference on Open Source Software Y1 - 2006 A1 - Annabi, Hala A1 - Kevin Crowston A1 - Heckman, Robert KW - FLOSS KW - Learning AB - Open Source Software (OSS) groups experience many benefits and challenges with respect to the core group’s effectiveness. In order to capitalize on the benefits and minimize the challenges, OSS groups must learn not only on the individual level, but also on the group level. OSS groups learn by integrating individual contributions into the group’s product and processes. This paper reports on the characteristics of the learning process in OSS groups. The study utilized an embedded single case study design that observed and analyzed group learning processes in the Apache Web server OSS project. The study used learning opportunity episodes (LOE) as the embedded unit of analysis and developed and utilized three content analytic schemes to describe the characteristics of the learning process and the factors affecting this process. JF - Proceedings of the IFIP 2nd International Conference on Open Source Software CY - Lake Como, Italy, 8–9 June ER - TY - CONF T1 - Face-to-face interactions in self-organizing distributed teams T2 - Academy of Management Conference Y1 - 2005 A1 - Kevin Crowston A1 - James Howison A1 - Masango, Chengetai A1 - Eseryel, U. Yeliz KW - FLOSS AB - 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’ 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’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. JF - Academy of Management Conference CY - Honolulu, HI ER - TY - JOUR T1 - Future research on FLOSS development JF - First Monday Y1 - 2005 A1 - Kevin Crowston VL - 10 UR - http://firstmonday.org/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/1465/1380 IS - Special Issue #2: Open Source — 3 October 2005 ER -