Do Open Projects "Break the Mirror"?: Re-conceptualization of Organizational Configurations in Open Source Software (OSS) Production

Abstract

The mirroring hypothesis predicts that loosely-coupled developers will develop a loosely-coupled software system. However, empirical studies have brought confusing results about the mirroring relationship in open source software (OSS) production: loosely-coupled OSS contributors have developed a tightly-coupled system, deviating from theoretical prediction, but are still successful. This study aims to provide better understanding about “breaking the mirror” in community-based OSS production in which there is no significant corporate participation. We propose it is not the mirroring hypothesis that is broken, but the manner in which we conceptualize and measure organizational configurations in OSS production.