TAILIEUCHUNG - MANAGEMENT & VIRTUAL DECENTRALISED NETWORKS: THE LINUX PROJECT

Project objectives should therefore contribute to national and sector policies wherever a public sector activity is being supported. When non-state actors are implementing projects, a distinction needs to be made drawn between activities fully outside the realm of the public sector and activities undertaken on behalf of government. In the latter case, non-state actors typically deliver services of a public nature as if these services had been ‘contracted out’ by government. Even if a formal ‘contracting out’ process has not occurred, it is important that such functions should be consistent with government policy to ensure their relevance and promote prospects for sustainability. For fully private activities, the framework. | MANAGEMENT VIRTUAL DECENTRALISED NETWORKS THE LINUX PROJECT By George N. Dafermos ABSTRACT This paper examines the latest of paradigms the Virtual Network ed Organisation and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination management and the role of knowledge arise as the central areas of focus. The Linux Project and its virtual decentralised development model are selected as an appropriate case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a managerial framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community. In addition the paper discusses the strengths and implications of adopting the organisational model represented by the Linux Project in other industries. This paper was submitted as part requirement of the degree MA in Management of Durham Business School 2001 1 Acknowledgements I would like to thank my supervisor Dr. Joanne Roberts for all the help I received over the research. Had not been for her guidance this paper would not have materialised. I also wish to thank all those who shared their experience and valuable insight with us by accepting to be interviewed. They are in alphabetical order they are also mentioned in Appendeix IV Interviewees Dan Barber Chris Browne Chris Dibona Matt Haak Philip Hands Ikarios Ko Kuwabara Robert Laubacher Michael McConnel Glyn Moody Ganesh Prasad Richard Stallman 2 TABLE OF CONTENTS Abstract Acknowledgements CHAPTER 1 INTRODUCTION CHAPTER 2 FROM HIERARCHIES TO NETWORKS PART 1 THE EVOLUTION OF THE ORGANISATION

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