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Background: By creating ecosystems around platforms of Open Source Software(OSS) and Open Data (OD), and adopting open collaborative developmentpractices, platform providers may exploit open innovation benefits. However,adopting such practices in a traditionally closed organization is a maturityprocess that we hypothesize cannot be undergone without friction.  Objective: This study aims to investigate what challenges may occur for anewly-turned platform provider in the public sector, aiming to adopt opencollaborative practices to create an ecosystem around the development of theunderpinning platform.  Method: An exploratory case-study is conducted at a Swedish public sectorplatform provider, which is creating an ecosystem around OSS and OD, related tothe labor market. Data is collected through interviews, document studies, andprolonged engagement.  Results: Findings highlight a fear among developers of being publiclyquestioned for their work, as they represent a government agency undergoingconstant scrutiny. Issue trackers, roadmaps, and development processes aregenerally closed, while multiple channels are used for communication, causinginternal and external confusion. Some developers are reluctant to communicateexternally as they believe it interferes with their work. Lack of healthmetrics limits possibilities to follow ecosystem growth and for actors to makeinvestment decisions. Further, an autonomous team structure is reported tocomplicate internal communication and enforcement of the common vision, as wellas collaboration. A set of interventions for addressing the challenges areproposed, based on related work.  Conclusions: We conclude that several cultural, organizational, andprocess-related challenges may reside, and by understanding these early on,platform providers can be preemptive in their work of building healthyecosystems.

Public Sector Platforms going Open: Creating and Growing an Ecosystem with Open Collaborative Development