@inbook{96a2f5296639401d837f6ed5e5fb6b67,
title = "Conclusion",
abstract = "The previous three chapters presented different forms of software outsourcing to an unknown workforce—opensourcing, innersourcing and crowdsourcing. These sourcing strategies all rely on a workforce that is not fully known in advance, unlike conventional software projects where teams are formed before a project is started. Furthermore, there are varying degrees of {\textquoteleft}unknownness.{\textquoteright} In opensourcing, it could be very hard to identify the actual people who are working on the software, as developers may operate under an alias. In innersourcing, it is not known in advance who will be working on the software, but it will be much easier to identify who the contributors are, as they will use their corporate identity (their corporate email address, for instance). In crowdsourcing, it will be possible to identify the developers {\textquoteleft}after the fact.{\textquoteright} That is, once a crowdsourcing contest comes to its end and the {\textquoteleft}winner{\textquoteright} is selected, his or her identity will be known.",
keywords = "Corporate identity, Extrinsic motivation, Open source, Open source project, Software engineering community",
author = "{\AA}gerfalk, {P{\"a}r J.} and Brian Fitzgerald and Stol, {Klaas Jan}",
note = "Publisher Copyright: {\textcopyright} 2015, The Author(s).",
year = "2015",
doi = "10.1007/978-3-319-17266-8_5",
language = "English",
series = "SpringerBriefs in Computer Science",
publisher = "Springer",
number = "9783319172651",
pages = "61--69",
booktitle = "SpringerBriefs in Computer Science",
edition = "9783319172651",
}