fying the demand, efficiency, and innovation risks
that traditional software organizations face and is
driving a period of creative destruction that has the
potential to permanently alter the competitive landscape within the software industry. OSSg2 firms
offer a significant customer value proposition and
have effective strategies that should aid their
prospects for long-term survivability. However, during this period of creative destruction, we also recognize that the market is constantly changing,
traditional firms are experimenting with adjustments to their strategies to address the stresses that
OSSg2 is placing on their business models, and new
models are emerging that will blur the lines between
the categories we have outlined in this article. This
makes the business of open source both extremely
fascinating and highly consequential. c
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RICHARD T. WATSON ( firstname.lastname@example.org) is the J. Rex
Fuqua Distinguished Chair for Internet Strategy in the Terry College
of Business at the University of Georgia, Athens.
MARIE-CLAUDE BOUDREAU ( email@example.com) is an
associate professor in the Terry College of Business at the University of
Georgia, Athens, GA.
PAUL T. YORK ( firstname.lastname@example.org) is a Ph.D. student in the Terry
College of Business at the University of Georgia, Athens, GA.
MARTINA E. GREINER ( email@example.com) is a Ph.D. student in
the Terry College of Business at the University of Georgia, Athens,
DONALD WYNN, JR. ( firstname.lastname@example.org) is an
assistant professor in the Department of Management Information
Systems, Decision Sciences and Operations Management at the
University of Dayton, OH.
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