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PurposeIn this paper the authors aim to investigate the importance of factors for the adoption of free/libre open source software (FLOSS) in the public sector. They seek to evaluate how different factors impact during the initiation and implementation phases of the adoption process.Design/methodology/approachThe authors base the methodological approach on two exploratory case studies with a contrasting result logic. They build a multi‐level framework grounded both on literature review, and feedback from stakeholders. They then apply the framework to two case studies to better frame the findings. They consider phases of adoption (initiation, implementation) and the levels of adoption (technological, organizational, environmental, individual).FindingsIn the case studies, the authors found the importance of a strong and decision‐centric management board to give the impulse for the initiation phase of the process. As perceived by the stakeholders, a strong governmental support is of paramount importance to increase the adoption at the public level, although in the case studies examined the initiation stage started from the impulse of a championing management. Both case studies passed the initiation phase successfully. Continuous employees' training, organizational objectives consensus, and business process reengineering have been found important for the implementation phase. In the case study in which these factors were not in place, the implementation phase of adoption failed. Environmental factors – although relevant for the initiation of the adoption process – are less significant during the actual implementation of the adoption process, as the contrasting result logic from the case studies shows.Research limitations/implicationsThe study refers to two public organizations in a specific environmental setting. No causality among factors has been inferred. Quantitative objective data have been used to determine the success of adoption, for qualitative data multiple sources have been used when possible to limit threats to validity.Practical implicationsThe framework can be used by stakeholders in public organizations to better frame their adoption strategies and to compare results across institutions. Lessons learnt from the case studies can be useful to drive future adoptions of FLOSS.Originality/valueThe framework combines phases of adoption and levels making it possible to frame the analysis of the case studies. It has been operationalized with a set of metrics, and with a protocol for the case studies to increase replicability value.

This paper addresses the problem of legal issues in the use and reuse of a software artifact with reference to the European Union regulations. Up to now software have been protected by means of the author law, however they are very different from other artifacts subject to the author law. This problem is getting more urgent as reuse is becoming a widely used software development methodology. Guidelines for implementing an "almost safe" contract for using and reusing software artifact are presented here. Questions regarding common misconceptions of the rights of the purchasers are also described.

Intro -- Preface -- Contents -- 1 Managing Increasing User Needs Complexity Within the ITA Army Agile Framework -- Abstract -- 1 Introduction -- 2 Command and Control -- 3 ITA Army Agile---The First Team -- 4 ITA Army Agile---TP2S (Team--Product--Portfolio--Strategy) -- 4.1 Strategy Team -- 4.2 Portfolio Owner---Scrum of Scrum (POSoS) -- 4.3 Product Team (PT) -- 5 Conclusions -- References -- 2 How Agile Development Can Transform Defense IT Acquisition -- Abstract -- 1 Introduction -- 2 Agile in the Italian Army Environment -- 3 Italian Army Culture and Processes -- 4 Agile in the DoD Environment -- 5 Prerequisites for Agile Adoption -- 6 Agile Requirements Process -- 7 Structuring and Tailoring for Agile -- 8 Contracting for Agile Development -- 9 Summary -- References -- 3 AMINSEP-Agile Methodology Implementation for a New Software Engineering Paradigm Definition. A Research Project Proposal -- Abstract -- 1 Introduction -- 2 The Research Area -- 2.1 Collection and Management of ``User Stories'' -- 2.2 Monitoring and Measuring -- 2.3 ``Scrum'' Adaptation -- 2.4 New SW Engineering Paradigm -- 3 Horizon 2020 Opportunities -- 4 Aminsep -- 5 Conclusions -- References -- 4 Ita Army Agile Software Implementation of the LC2EVO Army Infrastructure Strategic Management Tool -- Abstract -- 1 Introduction -- 2 The Development of the Project Seen by the ``User Community'' -- 3 Conclusions -- References -- 5 Consumer Electronics Augmented Reality in Defense Applications -- Abstract -- 1 Introduction -- 2 Consumer Augmented Reality -- 3 Operational Considerations -- 4 Software Engineering Approach -- 5 Conclusions -- References -- 6 Agile: The Human Factors as the Weakest Link in the Chain -- Abstract -- 1 The Contest Today -- 1.1 Chaos Report 2014 -- 1.2 Boehm and Turner Study -- 1.2.1 Staffing -- 1.2.2 Culture -- 1.2.3 Value -- 1.2.4 Communications.

peer-reviewed ; Adopting and assimilating innovation in the Public Sector is a multi-faceted process that involves a large and heterogeneous population of employees. As traditional vendor support is not ensured, managers need to implement strategies to champion OSS within their public organization. Individual factors and political machinations also play vital roles in this process. In this article, the authors present a comparison of management decisions and actions that have determined the success or failure of the OSS adoption process in five real world cases. The lessons learned would readily transfer to other innovation contexts, such as open innovation, more generally.