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Context: Prior research has established that a few individuals generallydominate project communication and source code changes during softwaredevelopment, regardless of task assignments at project initiation. Objective:While this phenomenon has been noted, prior research has not sought tounderstand these dominant individuals. Previous work has found that corecommunicators are the gatekeepers of their teams' knowledge, and theperformance of these members was correlated with their teams' success. Buildingon this work, we have employed a longitudinal approach to study the way coredevelopers' attitudes, knowledge sharing behaviors and task performance changeover the course of their project. Method: We first used Social Network Analysis(SNA) and standard statistical analysis techniques to identify and selectartifacts and central practitioners from ten different software developmentteams. We then applied psycholinguistic analysis and directed content analysis(CA) techniques to interpret the content of these practitioners' messages.Finally, we inspected core developers' activities at various points in timeduring systems' development. Results: Among our findings, we observe that coredevelopers' attitudes and knowledge sharing behaviors were linked to theirinvolvement in actual software development and the demands of their widerproject teams. However, core developers appeared to naturally possess highlevels of insightful characteristics. Conclusion: Project performance wouldlikely benefit from strategies aimed at surrounding core developers with othercompetent communicators. Core developers should also be supported by a widerteam who are willing to ask questions and challenge their ideas. Finally, theavailability of adequate communication channels would help with maintainingpositive team climate especially in distributed developments.(Abridged)

Understanding the attitudes, knowledge sharing behaviors and task performance of core developers: A longitudinal study