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Open source et systèmes critiques : le cas Thales

  • Nordine Benkeltoum


    (LM2O - Laboratoire de Modélisation et de Management des Organisations - Ecole Centrale de Lille)

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    Information Systems (IS) literature shows a huge interest for open source technologies as well as from IT (Information Technology) strategies, business models or organization. Nevertheless, research on the application of open source in mission-critical systems is particularly scant. By means of an exploratory study, this article describes the way by which Thales, a firm specialized in mission-critical fields (defense, aircraft industry and security), has setup an ad hoc IT strategy that integrates open source technologies. This strategy relies on a competence center which aiming at acquisition, development and transmission of knowledge inside and outside firm boundaries. Based on this empirical material and the relevant literature, this article suggests a framework for the integration of open source in IT strategy.

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    Paper provided by HAL in its series Post-Print with number hal-00905919.

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    Date of creation: 2012
    Date of revision:
    Publication status: Published in Association Information et Management. 17ème Colloque de l'AIM, 2012, Bordeaux, France. pp.s73-1, 2012
    Handle: RePEc:hal:journl:hal-00905919
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    1. Jürgen Bitzer & Philipp J. H. Schröder, 2002. "Bug-Fixing and Code-Writing: The Private Provision of Open Source Software," Discussion Papers of DIW Berlin 296, DIW Berlin, German Institute for Economic Research.
    2. Dahlander, Linus & Magnusson, Mats G., 2005. "Relationships between open source software companies and communities: Observations from Nordic firms," Research Policy, Elsevier, vol. 34(4), pages 481-493, May.
    3. West, Joel, 2003. "How open is open enough?: Melding proprietary and open source platform strategies," Research Policy, Elsevier, vol. 32(7), pages 1259-1285, July.
    4. Henkel, Joachim, 2006. "Selective revealing in open innovation processes: The case of embedded Linux," Research Policy, Elsevier, vol. 35(7), pages 953-969, September.
    5. Andrea Bonaccorsi & Silvia Giannangeli & Cristina Rossi, 2006. "Entry Strategies Under Competing Standards: Hybrid Business Models in the Open Source Software Industry," Management Science, INFORMS, vol. 52(7), pages 1085-1098, July.
    6. Dahlander, Linus & Wallin, Martin W., 2006. "A man on the inside: Unlocking communities as complementary assets," Research Policy, Elsevier, vol. 35(8), pages 1243-1259, October.
    7. Lee, Sang-Yong Tom & Kim, Hee-Woong & Gupta, Sumeet, 2009. "Measuring open source software success," Omega, Elsevier, vol. 37(2), pages 426-438, April.
    8. Lerner, Josh & Tirole, Jean, 2001. "The open source movement: Key research questions," European Economic Review, Elsevier, vol. 45(4-6), pages 819-826, May.
    9. Alan MacCormack & John Rusnak & Carliss Y. Baldwin, 2006. "Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code," Management Science, INFORMS, vol. 52(7), pages 1015-1030, July.
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