Open source is a funny beast. You are providing to everyone complete access to internal work. Some items to think about:
1. How core is the tech? Are you releasing your secret sauce that your competitors can leap frog you with. There is a certain Built to Last cultural point about enforcing continued tech innovation by deliberately doing this, but it should be an explicit decision.
2. How big and who is the audience? What other fields benefit? How much and where should marketing occur? A major selling point for staff is fame and professional exposure from the publication. Who are they getting famous with? Is this a major yearly conference or a quarterly tech talk. If no one knows your open source, it benefits you and your staff little. How much marketing is needed? Affordable?
3. Estimate commercial benefit and costs. Having a slew of beta testers and bug report writing users of your infrastructure software not on your budget equates to much reduced demployment costs. Keeping said beta testers happy incurs support costs even if it is just developer time.
4. Corporate open source is most valuable as an asset with the modular extensions that can accommodate most any package interfacing with it. Accept a FSF license with copyright transfer and have competitors reduce maintenance costs by publishing to you that rare package adapter you can't even evaluate before this adapter is written.
5. Wish I didn'the have to add this. Certain organized crime groups target open source projects faster than proprietary. Keep a heavy hand on the red button if systemic hacker activity starts appearing in your user base. However, this applies to a lesser extent to all software these days.
My 2 cents...
CEO Research at Scale