Public Sector Open Source Program Offices - Archetypes for how to Grow (Common) Institutional Capabilities

2026-03-05

AI Summary

This study investigates how public sector organizations in Europe can effectively establish Open Source Software (OSS) collaboration mechanisms to advance digital transformation and digital sovereignty. Drawing on qualitative interviews with 18 representatives from Open Source Program Offices (OSPOs) across 16 institutions, complemented by cross-case analysis and focus group validation, the research presents the first systematic classification of six OSPO organizational archetypes tailored to the public sector. This typology integrates policy objectives with organizational resources, offering a reusable institutional framework for public agencies seeking to implement OSPOs. The proposed model aims to enhance OSS capabilities, improve service interoperability, and elevate digital service quality, thereby supporting the European Union’s strategic vision for digital sovereignty.

Technology Category

• Application Domains: Humanities & Computational Social Science
• Search and Optimization: Distributed Search
• Constraint Satisfaction and Optimization: Distributed CSP/Optimization

Application Category

• Security and Privacy: Data transparency and provenance
• Systems and Infrastructure for Web, Mobile and WoT: Decentralized Web and Fediverse systems
• Responsible Web: Web for democratic and emancipatory futures

Abstract

Context: Open Source Software (OSS) is a crucial component of over 90\% of digital infrastructure underpinning industry and public digital services, facilitating collaborative software development and dissemination. Its significance in the European public sector has been emphasised through various Ministerial Declarations, highlighting its potential to accelerate digitalisation, transform businesses, and foster a digitally skilled population. Research Aim: This study aims to explore how the adoption, development, and collaboration on OSS can be enabled through organisational support functions or centres of competency, also known as Open Source Programme Offices (OSPOs) within Public Sector Organisations (PSOs) in the European Union, Norway, Liechtenstein, and Iceland. Methodology: A qualitative research approach was adopted, involving an interview survey of 18 OSPO representatives across 16 cases of public-sector OSPOs. These cases were cross-analysed and categorised into six OSPO archetypes. The findings were validated and enriched through two follow-up focus groups that included earlier interviewees and additional experts. Results: The study identified six distinct OSPO archetypes, providing insights into their organisational structures, responsibilities, and contributions to OSS adoption. The archetypes, along with policy recommendations, offer guidance on how PSOs can design their own OSPOs, taking into account their specific context, resources, and policy goals. Conclusions: The findings enhance the understanding of OSPOs as strategic endeavours aimed at promoting OSS adoption. The study offers practical guidance for PSOs and policymakers on leveraging OSS to achieve strategic objectives, foster digital sovereignty, drive economic growth, and improve the interoperability and quality of digital services.

Problem

• Open Source Software
• Public Sector
• Open Source Programme Office
• Digital Sovereignty
• Digital Transformation

Innovation

• Open Source Programme Office
• Public Sector
• OSPO Archetypes
• Digital Sovereignty
• Organisational Capability