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An Activity Theory View of E-HR and Open Source

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Date
2008
Dewey
Ressources humaines
Sujet
E-learning; TIC
JEL code
O33; M12
DOI
http://dx.doi.org/10.4018/978-1-59904-883-3.ch002
Book title
Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
Author
Arias-Oliva, Mario; Torres-Coronas, Teresa
Publisher
Information Science Reference
Publisher city
Hershey ; New-York
Year
2008
Pages number
909 pages
ISBN
9781599048833
URI
https://basepub.dauphine.fr/handle/123456789/8020
Collections
  • DRM : Publications
Metadata
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Author
Kalika, Michel
Guilloux, Véronique
Type
Chapitre d'ouvrage
Item number of pages
7-11
Abstract (EN)
The free licenses specify the principles of use and diffusion of the free software while supporting the open and collective innovation (Chesbrough, 2003). Often, the successes of the open-source community seem like an implausible form of magic (see the magic cauldron from Raymond [1999]). As Demazière, Horn, and Zune (2006) recall it, if open source projects can be regarded as virtual teams (Lipnack & Stamps, 2000), it should also be stressed that they seem like a true “enigma” in sociologists eyes. Open source rests on voluntary developers (Muffato) and does not function on modes of production framed by wage. Moreover these communities are not subjected to a strong planning of work but rather to a flexible calendar. What is the human resources (HR) secret management of open source project? In this article two main elements will be discussed: firstly the activity theory and HR and secondly the open source project and the organizational learning development.

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