@article {9998,
	title = {Group maintenance in technology-supported distributed teams},
	journal = {Information \& Management},
	volume = {51},
	year = {2014},
	month = {4/2014},
	pages = {297-309},
	abstract = {In this paper we investigate group maintenance behavior in community-based Free/Libre Open Source Software (FLOSS) development teams. Adopting a sociolinguistic perspective, we conceptualize group maintenance behavior as interpersonal communication tactics{\textemdash}specifically, social presence and politeness tactics{\textemdash}that help maintain relationships among group members. Developer email messages were collected from two FLOSS projects with different development status and content-analyzed to identify frequently-used group maintenance tactics. We then compared the two projects on the group maintenance tactics used, finding differences that reflect changes in the project work practices. Our work contributes theoretically to FLOSS research and has practical implications for FLOSS practitioners.},
	doi = {10.1016/j.im.2014.02.001},
	author = {Wei, Kangning and Kevin Crowston and Li, Na and Heckman, Robert}
}
@article {Crowston:2009,
	title = {Free/Libre Open Source Software Development: What we know and what we do not know},
	journal = {ACM Computing Surveys},
	volume = {44},
	year = {2012},
	month = {02/2012},
	edition = {2},
	abstract = {We review the empirical research on Free/Libre and Open Source Software (FLOSS) development and assess the state of the literature. We develop a framework for organizing the literature based on the input-mediator-output- input (IMOI) model from the small groups literature. We present a quantitative summary of articles selected for the review and then discuss findings of this literature categorized into issues pertaining to inputs (e.g., member characteristics, technology use and project characteristics), processes (software development and social processes), emergent states (e.g., trust and task related states) and outputs (e.g. team performance, FLOSS implementation and project evolution). Based on this review, we suggest topics for future research, as well as identifying methodological and theoretical issues for future inquiry in this area, including issues relating to sampling and the need for more longitudinal studies.},
	keywords = {FLOSS},
	doi = {10.1145/2089125.2089127},
	author = {Kevin Crowston and Wei, Kangning and Howison, James and Wiggins, Andrea}
}
@unpublished {9999,
	title = {Decision-making processes and team performance in self-organizing virtual teams: The case of Free/Libre Open Source Software development teams},
	year = {2011},
	abstract = {Effective decision making is critical to team effectiveness. We examine decision making in the setting of self-organizing virtual teams, a setting that we expect to pose particular problems for effective decision making. A self-organizing team must develop effective practices in the absence of a formal organizational structure that guides the practices. A virtual team{\textquoteright}s reliance on technological support to span temporal and organizational discontinuities makes an effective decision-making process more difficult to achieve. We examine decision-making processes and their relation to team performance in Free/Libre Open Source Software (FLOSS) teams, chosen as extreme examples of self-organizing virtual teams. We identified six paths that describe the decision-making process. Further analysis revealed that diversity in decision-making paths appeared to be related to differences in task types and group performance. The study provides insight into decision making in FLOSS teams and has implications for decision making in self-organizing virtual teams more generally.},
	author = {Wei, Kangning and Kevin Crowston and Heckman, Robert and Li, Qing}
}
@article {348,
	title = {Sharing Knowledge in Global Virtual Teams},
	year = {2007},
	pages = {251 - 265},
	abstract = {Virtual teams have been seen as a promising way of organizing work for organizations to cope with the current rapidly changing business environment. Issues concerning virtual teams have received considerable attention in both the academic and practical world. In this paper, a case study approach was used to explore Chinese perceptions of the impact of national cultural difference (China vs. U.S.) on knowledge sharing activities in global virtual teams. Four cultural dimensions (language, education, technology and material culture, and attitudes and values) were identified. The final results show that language has the most salient impact on an individual{\textquoteright}s knowledge sharing activities, followed by education, attitudes and values, and technology and material culture. Individual characteristics, organizational culture, time zone problems and leadership style all have a mediated impact on knowledge sharing activities.},
	doi = {10.1007/978-0-387-73025-7_18},
	author = {Wei, Kangning}
}
