Creating Value Through Crowdsourcing: The Antecedent Conditions

The benefits of crowdsourcing are becoming more widely understood and there is a methodological move towards organisations using “participatory models” to engage stakeholder communities and align decision making more closely to the needs of stakeholders. Many tasks can now be distributed to “the crowd” for action. Our research aims to understand the antecedent conditions that inform management decisions to adopt crowdsourcing techniques as a means of value creation. Our preliminary findings suggest that to be successful, three antecedent criteria must be met – the task being crowdsourced must be modular in nature, a community of interest must be engaged, and there needs to be a structural capability within the organisation to be able to facilitate the engagement of the crowd and utilise the output from the crowd in a manner that creates value.

[1]  Yun Mi Antorini,et al.  The Benefits and Challenges of Collaborating with User Communities , 2013 .

[2]  David Johnstone,et al.  Factors Influencing the Decision to Crowdsource , 2013, CRIWG.

[3]  P. Berger,et al.  The Social Construction of Reality , 1966 .

[4]  C. Lintott,et al.  Galaxy Zoo: Exploring the Motivations of Citizen Science Volunteers. , 2009, 0909.2925.

[5]  Reza Zafarani,et al.  Maximizing benefits from crowdsourced data , 2012, Computational and Mathematical Organization Theory.

[6]  Herbert A. Simon The new science of management decision. , 1960 .

[7]  P. Eriksson,et al.  Qualitative Methods in Business Research , 2008 .

[8]  A. Calabrese,et al.  The Effects of Online Brand Communities on Brand Equity in the Luxury Fashion Industry , 2013 .

[9]  Bandula Jayatilaka,et al.  Information systems outsourcing: a survey and analysis of the literature , 2004, DATB.

[10]  Howard Thomas,et al.  Planning for dominance: a strategic perspective on the emergence of a dominant design , 1995 .

[11]  Hong Xu,et al.  Moderated Online Communities and Quality of User-Generated Content , 2009, J. Manag. Inf. Syst..

[12]  John Cullen,et al.  Democratizing Innovation , 2020, Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship.

[13]  Christopher D. Shaw,et al.  Designing and deploying a ‘compact’ crowdsourcing infrastructure: A case study , 2011 .

[14]  F. Piller,et al.  Reducing the Risks of New Product , 2006 .

[15]  Karl T. Ulrich,et al.  The role of product architecture in the manufacturing firm , 2011 .

[16]  Alice Lam,et al.  Organizational Innovation , 2004 .

[17]  G Nandi,et al.  A Survey on Using Data Mining Techniques for Online Social Network Analysis , 2013 .

[18]  Chun Wei Choo Sensemaking , Knowledge Creation , and Decision Making Organizational Knowing as Emergent Strategy , 2011 .

[19]  Fernando González-Ladrón-de-Guevara,et al.  Towards an integrated crowdsourcing definition , 2012, J. Inf. Sci..

[20]  Leysia Palen,et al.  Learning from the crowd: Collaborative filtering techniques for identifying on-the-ground Twitterers during mass disruptions , 2012, ISCRAM.

[21]  Qinghua Zhu,et al.  Evaluation on crowdsourcing research: Current status and future direction , 2012, Information Systems Frontiers.

[22]  Maribel Acosta,et al.  Crowdsourcing Linked Data Quality Assessment , 2013, SEMWEB.

[23]  A. Kaplan,et al.  Users of the world, unite! The challenges and opportunities of Social Media , 2010 .

[24]  C. Barnard The Functions of the Executive , 1939 .

[25]  Doohwang Lee,et al.  The Impact of Online Brand Community Type on Consumer's Community Engagement Behaviors: Consumer-Created vs. Marketer-Created Online Brand Community in Online Social-Networking Web Sites , 2011, Cyberpsychology Behav. Soc. Netw..

[26]  Eric Schenk,et al.  Towards a characterization of crowdsourcing practices , 2011 .

[27]  J. Bruner Actual minds, possible worlds , 1985 .

[28]  Kenneth L. Kraemer,et al.  The Process of Innovation Assimilation by Firms in Different Countries: A Technology Diffusion Perspective on E-Business , 2006, Manag. Sci..

[29]  Daren C. Brabham Crowdsourcing as a Model for Problem Solving , 2008 .

[30]  Kim B. Clark,et al.  Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of , 1990 .

[31]  C Anderson Ephemeral architectures: towards a process architecture , 2009 .

[32]  M. Tushman,et al.  Open innovation and organizational boundaries: task decomposition, knowledge distribution and the locus of innovation , 2013 .

[33]  Shahzad Ansari,et al.  Letting users into our world: Some organizational implications of user-generated content , 2010 .