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The 'user organisation': structure and governance in an open source project

User communities are a valuable source of innovation, where user-specfic ideas 
and prototypes are developed and shared freely. Firms have begun to 
acknowledge the extent of their value at each stage of the innovation process, 
often resulting in commercially successful products. The current understanding 
of user communities, however, relies heavily on the study of software developers 
working on established open source projects. In recent years, with the 
emergence of web-based information and communication technology, open 
source projects and hacker communities have become much more complex, 
supporting a wider range of contributions from a diverse group of actors. While 
these technological advances have led to changes in the collaborative 
innovation, they have not been re 
ected in the user innovation literature. 
Using the CyanogenMod project as a case study, this study explores how a 
user community manages multiple forms of contributions for the creation of 
multiple products and services. This study finds that the multiple forms of 
contributions create a number of communities of practice within the project, 
each with its own governance mechanism and leadership structure. In addition, 
the findings show that the activities of the different communities within the 
project are managed centrally by a separate leadership team who are 
responsible for setting and implementing long-term plans for the direction of 
the project as a whole. In light of these findings, this study proposes that the 
governance and social structures observed in the CyanogenMod project 
resemble a User Organisation rather than a user community, where the control 
over the stages of innovation can give users control over the direction and 
outcomes of the project.