- 24 Jan 2008
- Working Paper Summaries
The Impact of Component Modularity on Design Evolution: Evidence from the Software Industry
What factors should influence the design of a complex system? And what is the impact of choices on both product and organizational performance? These issues are of particular importance in the field of software given how software is developed: Rarely do software projects start from scratch. The authors analyzed the evolution of a commercial software product from first release to its current design, looking specifically at 6 major versions released at varying periods over a 15-year period. These results have important implications for managers, highlighting the impact of design decisions made today on both the evolution and the maintainability of a design in subsequent years. Key concepts include: Data show strong support for the existence of a relationship between component modularity and design evolution. Tightly coupled components have a higher probability of survival as a design evolves compared with loosely coupled components. Tightly coupled components are also harder to augment, in that the mix of new components added in each version is significantly more modular than the legacy design. Closed for comment; 0 Comments.
- 01 Oct 2007
- Working Paper Summaries
Team Familiarity, Role Experience, and Performance:Evidence from Indian Software Services
In contexts ranging from product development to service delivery, a significant amount of an organization's work is conducted by "fluid teams" that strive for innovative output. Fluid project teams exist only for the duration of a single project, and are comprised of members who may join or leave a team during the course of a project. In such settings, simple measures of cumulative output may not accurately capture team experience, particularly when changes in team composition are substantial over time. This study of an Indian software services firm, Wipro Technologies, considers an approach for capturing the experience held by fluid teams. It extends the concept of team fluidity in a way that allows for greater granularity in the measurement of team experience and a finer understanding of the determinants of team performance. Key concepts include: The findings underscore the need to use caution in assuming cumulative output wholly captures experience when team membership is not constant from one project to the next. These results build on previous research on team familiarity by considering longitudinal data on the individual members of teams. The findings also emphasize the importance of considering role experience and studying experience at different levels of seniority. Closed for comment; 0 Comments.
- 13 Aug 2007
- Working Paper Summaries
Diasporas and Domestic Entrepreneurs: Evidence from the Indian Software Industry
Several recent studies have highlighted the important role that cross-border ethnic networks might play in facilitating entrepreneurship in developing countries. Little is known, however, about the extent to which domestic entrepreneurs rely on the diaspora and whether this varies systematically by the characteristics of the entrepreneurs or their local business environment. The Indian diaspora is estimated at over 18 million people spanning 130 countries. Given that formal institutions in India remain weak and hence the informal barriers to trade are higher, do diaspora networks serve as substitutes to the functioning of the local business environment? Do they help entrepreneurs to circumvent the barriers to trade arising from imperfect institutions? This study examines the extent to which software entrepreneurs within India vary in their reliance on expatriate networks. Key concepts include: Entrepreneurs located outside software hubs—in cities where monitoring and information flow on prospective clients is harder—rely significantly more on diaspora networks for business leads and financing. Those who rely more on diaspora networks also have better performing firms. This benefit from the diaspora is stronger for entrepreneurs who are based outside hubs. Benefits from the diaspora accrue most to entrepreneurs who have previously lived abroad and returned to India, compared with those who have not lived abroad. Professional rather than ethnic ties may well form the basis for these networks. Policymakers in developing countries could leverage their diasporas to help with domestic entrepreneurship by developing links between the diaspora and smaller cities rather than with hubs. Closed for comment; 0 Comments.
- 22 Jun 2007
- Working Paper Summaries
Proprietary vs. Open Two-Sided Platforms and Social Efficiency
The rising popularity of the open-source software movement has prompted many governments around the world to enact policies promoting open-source software systems at the expense of proprietary systems. Oftentimes, these policies seem to stem from a presumption (shared by some economists) that open software platforms are inherently more efficient than their proprietary counterparts. But is that so? This paper provides a simple model of two-sided platforms that clearly shows how this common intuition breaks down in two-sided markets. Key concepts include: Proprietary platforms may induce higher levels of product variety, user adoption, and total social welfare than open platforms. Proprietary platforms are sometimes more socially desirable than open platforms, which runs against the common intuition that open platforms are more efficient. Analysis of socially desirable benefits in two-sided markets follows a very different logic from that in one-sided markets, and may lead to counterintuitive conclusions. More in-depth research on the subtler aspects of platform governance in two-sided markets (cooperatives, associations, etc.) should inform both policymakers and business practitioners. Closed for comment; 0 Comments.
- 14 Jun 2007
- Working Paper Summaries
Evolution Analysis of Large-Scale Software Systems Using Design Structure Matrices and Design Rule Theory
Designers have long recognized the value of modularity. But because design principles are informal, successful application depends on the designers' intuition and experience. Intuition and experience, however, do not prevent a company such as Microsoft from constantly grappling with unanticipated challenges and delays in bringing software to market. Clearly, designers need a formal theory and models of modularity and software evolution that capture the essence of important but informal design principles and offer ways to describe, predict, and resolve issues. This paper evaluates the applicability of model and theory to real-world, large-scale software designs by studying the evolution of two complex software platforms through the lens of design structure matrices (DSMs) and the design rule theory advanced by Kim Clark and Carliss Baldwin. Key concepts include: Important software modularity principles have remained informal. DSM models reveal a key characteristic of modular architectures: The design rules must be explicitly defined so that otherwise dependent modules can be decoupled. Each independent module can then be replaced with a better version. DSM modeling and the design rule theory of Clark and Baldwin have the potential to formally account for how design rules create options in the form of independent modules and how they enable independent substitution. DSM modeling and design rule theory are general enough to model decisions other than those encoded in source code. Closed for comment; 0 Comments.
- 15 Dec 2006
- Working Paper Summaries
The Business of Free Software: Enterprise Incentives, Investment, and Motivation in the Open Source Community
IBM has contributed more than $1 billion to the development and promotion of the Linux operating system, and other vendors such as Sun are ramping up open source software efforts and investment. Why do information technology vendors that have traditionally sold proprietary software invest millions of dollars in OSS? Where have they chosen to invest, and what are the characteristics of the OSS projects to which they contribute? This study grouped OSS projects into clusters and identified IT vendors' motives in each cluster. Key concepts include: Cluster 1, the "money-driven cluster," consisted of projects that have received almost all of vendor investments. The eighteen projects in this cluster have received over $2 billion in investment. Cluster 2, the "community-driven cluster," has a large number of projects that have received almost no vendor investment. IT vendors have generally ignored projects in this cluster and appear to have no coordinated strategy for dealing with them. Examining the impact of projects in both clusters shows that vendors have not invested uniformly in high-impact OSS projects. Instead, vendors invest in projects that can serve to draw revenues to their own (largely proprietary) core business. Closed for comment; 0 Comments.
- 25 Sep 2006
- Research & Ideas
How Software Platforms Revolutionize Business
Cell phones, the Game Boy, and PCs are examples of products based upon software platforms—ecosystems where independent companies can provide products and services tied to the core technology. Playing in a software platform world can make you rich—ask ringtone creators—but it also demands special management skills that emphasize cooperation over competition. Professor Andrei Hagiu discusses his new book, Invisible Engines. Key concepts include: Software platforms have improved productivity and innovation in many industries, disrupted or destroyed others, and created entirely new businesses. Software platforms are powerful engines of change because of the malleability of code and of the fundamental functions they perform, which make it easy for them to march across industry boundaries; and because their multi-sided nature allows them to spawn vibrant ecosystems of complementors. Managing software platforms is about much more than creating technology. It takes skills in navigating cooperation and competition, building creative business models, and anticipating competition across industries. Closed for comment; 0 Comments.
- 05 Jul 2006
- Working Paper Summaries
Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code
How does a product's design mirror the organization that develops it, and how does such a dynamic occur? To track the evolution of one design over time, this exploratory study compared software designs developed via different modes of organization-open source versus proprietary development. As it turned out, the architecture of the product developed by a highly distributed team of developers (Linux) was more modular than another product of similar size developed by a co-located team of developers (Mozilla). The study helped reveal potential performance tradeoffs from architectures with different characteristics. Key concepts include: The value of design is a managerial choice. There are important, measurable differences in modularity between different software systems of comparable size and function. Systems may vary dramatically in terms of their robustness to change, and the costs and efficiency of future enhancements. Closed for comment; 0 Comments.
Reducing Risk with Online Advertising
Fraud is fairly easy in the world of online advertising, particularly for determined adversaries. In this Q&A, HBS professor Ben Edelman, who designs electronic markets, explains how contract terms can be managed to both reduce advertisers' risks of being defrauded and reward good suppliers. "The idea here is to make everyone better off, except of course the fraudsters," Edelman says. Key concepts include: Delaying payment separates the wheat from the chaff and good affiliates from bad ones. Rule breakers know that the longer they have to wait to be paid, the more likely they are to get caught. In online advertising, it is often hard to know whether you've received the service you've contracted to receive and have paid for. Online affiliate programs are a big source of fraud. Because these programs are perceived to be low-fraud marketplaces, advertisers omit many ordinary protections they use when dealing with little-known suppliers. How to compute the optimal delay for payments is different depending on how prevalent bad affiliates are, the profit margins of bad affiliates, and how quickly your good suppliers need to get paid. Closed for comment; 0 Comments.