Given the success of the open source phenomenon, it is not surprising that many organizations are seeking to emulate this success by adopting open source practices internally in what is termed InnerSource. However, while open source development and InnerSource are similar in some aspects, they differ significantly on others, and thus need to be implemented and managed differently. To the best of our knowledge, there is no significant account of a successful InnerSource incentivization program. Here we describe a comprehensive InnerSource incentivization program that was implemented at Huawei. The program is based on theories of motivation, both intrinsic and extrinsic, and also includes incentives at the individual, project, and divisional level, which helps to overcome the barriers that arise when implementing InnerSource. The program has had very impressive early results, leading to significant increases in the number of InnerSource projects, contributors, departments, and lines of code contributed.

翻译：鉴于开放源码现象的成功,许多组织试图通过在内部所谓的内部源码中采用公开源码做法来效仿这一成功并不奇怪。然而,虽然开放源码开发和内部源码在某些方面是相似的,但在其他方面却有很大不同,因此需要以不同的方式加以实施和管理。据我们所知,没有关于成功的内部源码激励方案的重大描述。这里我们描述了在华威实施的综合的“内部源码激励方案”。这个方案基于内在和外部动机理论,还包括个人、项目和部门一级的激励,这有助于克服实施内部源码时出现的障碍。这个方案取得了令人印象深刻的早期成果,导致内部源码项目、贡献者、部门和代码线的数量大幅增加。