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Hackathons and similar time-bounded events have become a popular form of collaboration in various domains. They are commonly organized as in-person events during which teams engage in intense collaboration over a short period of time to complete a project that is of interest to them. Most research to date has thus consequently focused on studying how teams collaborate in a co-located setting, pointing towards the advantages of radical co-location. The global pandemic of 2020, however, has led to many hackathons moving online, which challenges our current understanding of how they function. In this paper, we address this gap by presenting findings from a multiple-case study of 10 hackathon teams that participated in 4 hackathon events across two continents. By analyzing the collected data, we found that teams merged synchronous and asynchronous means of communication to maintain a common understanding of work progress as well as to maintain awareness of each other's tasks. Task division was self-assigned based on individual skills or interests, while leaders emerged from different strategies (e.g., participant experience, the responsibility of registering the team in an event). Some of the affordances of in-person hackathons, such as the radical co-location of team members, could be partially reproduced in teams that kept open synchronous communication channels while working (i.e., shared audio territories), in a sort of "radical virtual co-location". However, others, such as interactions with other teams, easy access to mentors, and networking with other participants, decreased. In addition, the technical constraints of the different communication tools and platforms brought technical problems and were overwhelming to participants. Our work contributes to understanding the virtual collaboration of small teams in the context of online hackathons and how technologies and event structures proposed by organizers imply this collaboration. 

Although Open Source Software (OSS) maintainers devote a significant proportion of their work to coding tasks, great maintainers must excel in many other activities beyond coding. Maintainers should care about fostering a community, helping new members to find their place, while also saying “no” to patches that although are well-coded and well-tested, do not contribute to the goal of the project. To perform all these activities masterfully, maintainers should exercise attributes that software engineers (working on closed source projects) do not always need to master. This paper aims to uncover, relate, and prioritize the unique attributes that great OSS maintainers might have. To achieve this goal, we conducted 33 semi-structured interviews with well-experienced maintainers that are the gatekeepers of notable projects such as the Linux Kernel, the Debian operating system, and the GitLab coding platform. After we analyzed the interviews and curated a list of attributes, we created a conceptual framework to explain how these attributes are connected. We then conducted a rating survey with 90 OSS contributors. We noted that “technical excellence” and “communication” are the most recurring attributes. When grouped, these attributes fit into four broad categories: management, social, technical, and personality. While we noted that “sustain a long term vision of the project” and being “extremely careful” seem to form the basis of our framework, we noted through our survey that the communication attribute was perceived as the most essential one.