International Journal of Sociotechnology and Knowledge Development, 3(4), 1-14, October-December 2011 1 Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Keywords: Boundary Critique, Collaboration, Migration, Open Source Software, Stakeholders BACKGROUND TO THE STUDY Both private and public organizations are adopt- ing open source software in order to achieve many benefits that are associated with it (Gosh & Schmidt, 2006). The benefits associated with this migration are political, legal, economical, social and technical. Open source software is perceived to provide a means of extending the Boundary Critique and Stakeholder Collaboration in Open Source Software Migration: A Case Study Osden Jokonya, University of KwaZulu Natal, South Africa Stan Hardman, University of KwaZulu Natal, South Africa ABSTRACT This paper investigates the contribution of stakeholder collaboration during an open source software migration using a case study. The case study is based on the Presidential National Commission, a South African govern- ment department that migrated from proprietary software to open source software in 2007. The organization was one of the few that migrated to open source software as part of a South African government initiative. The case study consisted of semi-structured interviews with the participants involved in the migration. The interviews centered on the contribution of stakeholder collaboration during the software migration using a boundary critique. The results suggest that stakeholder collaboration can contribute to open source software migration. From a managerial perspective, business leaders must understand the value of stakeholder col- laboration in open source software migration. Boundary critique can be an important tool for achieving broader collaboration of stakeholders. market for software because it serves those con- sumers who cannot afford to license proprietary software products, and can bridge the digital divide to some extent (Lee, 2004). Morgan and Finnegan (2003) note that organizations that have adopted open source software reveal that the management support for open source software adoption is based on the lower cost associated with it. That makes it worthwhile for many governments to make substantial investment in open source software rather than in the less affordable proprietary software. DOI: 10.4018/jskd.2011100101