To recapture trap‐shy Eurasian lynx (Lynx lynx) in Switzerland, we developed a selective and minimally invasive capture system (MICS). The device consists of a blowgun remotely controlled by means of 2 built‐in cameras and a swiveling 2‐way pan‐tilt head. The blowgun is monitored and triggered from a distance of up to 400 m and is capable of shooting darts with high accuracy at distances of about 12 m. We darted lynx at kill sites, but the system generally can be used in any situation where a medium to large mammal stands still for a moment at a predictable distance. The MICS allows selection of specific individuals, thereby avoiding capture of nontarget animals. As there is no holding device, risk of injuries due to capture is minimized. Preliminary data on hematology and serum cortisol levels furthermore indicated that captures with the MICS induced less stress than captures with either box traps or foot‐snares. We believe this new system opens new possibilities to capture cautious animals and provides considerable progress regarding animal welfare considerations.
OVERVIEW: Innovation managers rarely use crowdsourcing as an innovative instrument despite extensive academic and theoretical research. The lack of tools available to compare and measure crowdsourcing, specifically contests, against traditional methods of procuring goods and services is one barrier to adoption. Using ethnographic research to understand how managers solved their problems, we find that the crowdsourcing model produces higher costs in the framing phase but yields savings in the solving phase, whereas traditional procurement is downstream cost-intensive. Two case study examples with the National Aeronautics and Space Agency (NASA) and the United States Department of Energy demonstrate a potential total cost savings of 27 percent and 33 percent, respectively, using innovation contests. We provide a comprehensive evaluation framework for crowdsourcing contests developed from a high-tech industry perspective, which are applicable to other industries.Senior executives, leaders, and managers constantly look for new ways to increase efficiencies, maximize value, and solve perceived unsolvable problems for their firms, but many face resistance due to rigid organizational structures, lack of resources, or inability to effectively measure and compare the value of new methods. Despite extensive academic Jin H. Paik is the program director and senior researcher at the Laboratory for Innovation Science at Harvard (LISH). He develops the lab's strategic vision and directs project and research activities. He also oversees the development of open innovation projects through partnerships with the National Aeronautics and Space Agency (NASA), Harvard Medical School, federal government agencies, academic and research institutions, and industry leaders. He advises organizations on innovation strategies with a focus on open innovation practices. He has worked extensively on programs focused on data science, development and use of artificial intelligence, digital transformation in organizations, and the future of work. He is an advisor to the National Academies of Sciences, Engineering, and Medicine's Committee on the Use of Inducement Prizes. Prior to joining the LISH team, he worked at the Harvard Kennedy School and Mathematica Policy Research. He holds a Bachelor's degree from the University of Michigan and a Master's degree from Harvard University. jpaik@hbs.edu Martin Scholl is a senior digital product manager at BYTON, a Chinese electric vehicle startup. Previously, he completed an 18-month management development program in the field of digital services and digital strategy at the BMW Group. He is a former Harvard University Visiting Fellow with the Laboratory for Innovation Science at Harvard where he researched open innovation at the NASA Tournament Lab. He holds
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