Employee behaviours beyond innovators in internal crowdsourcing: What do employees do in internal crowdsourcing, if not innovating, and why?

Beretta, Michela; Søndergaard, Helle Alsted

doi:10.1111/caim.12449

Cited by 9 publications

(21 citation statements)

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“…In comparison with external crowdsourcing, internal crowds are expected to be more active and reliable in generating ideas, as the participants are employees who are more qualified and trusted than what is the case for participants in external crowds (Simula and Vuori, 2012). Firm-internal use of crowdsourcing turns the j JOURNAL OF KNOWLEDGE MANAGEMENT j internal ideation process into a truly collective ideation process, as internal crowds can not only freely submit ideas but also voluntarily comment on others' ideas, thereby sharing potentially valuable knowledge for innovation (Beretta and Søndergaard, 2021;Zhu et al, 2019).…”

Section: Idea Development In Internal Crowdsourcingmentioning

confidence: 99%

“…In this search for new knowledge to fuel innovation, many firms have primarily relied on external crowds (Ruiz and Beretta, 2021). Recognizing that internal employees also constitute a crucial source of innovation, an increasing number of firms are embracing the use of internal crowdsourcing to motivate employees to participate in innovation (Beretta and Søndergaard, 2021; Greineder and Blohm, 2020). Internal crowdsourcing, defined as ‘an IT-enabled group activity based on an open call for participation in an enterprise’ (Zuchowski et al , 2016, p. 168) has been demonstrated to be a way for firms to purposefully leverage the knowledge of their employees for innovation (Pohlisch, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…However, employees possess an in-depth understanding of the organizational context that external crowds rarely do. In the knowledge-sharing process employees can therefore be more critical and also generate more feasible and strategically relevant ideas that better align with the firm’s needs (Beretta and Søndergaard, 2021; Galeazzo and Furlan, 2019;von Hippel and von Krogh, 2016; Zuchowski et al , 2016) and can be developed into comprehensive solutions to solve the problem (Malhotra et al , 2017). This difference highlights that knowledge sharing in internal crowdsourcing provides access to exchanging the problem-related knowledge of the entire, often dispersed employees in addition to the solution-related knowledge to develop ideas (Hober et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Exploring the effects of problem- and solution-related knowledge sharing in internal crowdsourcing

Chen

Magnusson²,

Björk³

2022

JKM

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Purpose Firms increasingly rely on both external and internal crowdsourcing to capture ideas more broadly and enhance innovative problem-solving. Especially in internal crowdsourcing, knowledge sharing that contributes to develop or further the understanding of the problem the idea is focused on solving can take place between critical employees, and in that way improve ideas generated by others. This far, most crowdsourcing practices have focused on identifying solutions to proposed problems, whereas much less is known about how crowds can be used to share problem-related knowledge. There is thus an untapped potential in leveraging crowds not just to generate solution-oriented ideas but also to share knowledge to improve ideas and even to reframe problems. This paper aims to explore the effect of problem- and solution-related knowledge sharing in internal crowdsourcing for idea development. Design/methodology/approach Data on ideas and comments were collected from an idea management system in a Swedish multinational company. The investigation captures the influences of the problem- and solution-related knowledge sharing on ideas based on content analysis and logistic regression analysis. Findings The results from this study show that sharing knowledge related to solutions in idea development impacts idea acceptance positively, whereas sharing knowledge related to problems in idea development has a negative effect on the likelihood of idea acceptance and these effects of knowledge sharing are moderated by the active author responses. Practical implications This research provides managerial implications for firms to deliberately manage knowledge sharing in peer communities in internal crowdsourcing, especially by providing suggestions on problem reframing and solution refining for ideas. Originality/value The results contribute to existing theory in terms of extending the view of crowdsourcing in ideation to include how crowds contribute to the development of the problem and the solution during the development of ideas and providing new insights on knowledge sharing in internal crowdsourcing based on problem-solving theory.

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Section: Idea Development In Internal Crowdsourcingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Exploring the effects of problem- and solution-related knowledge sharing in internal crowdsourcing

Chen

Magnusson²,

Björk³

2022

JKM

View full text Add to dashboard Cite

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“…Crowdsourcing is successfully used in many industries, practically in every area of activity: in various complex problems of enterprises [18,19], in logistics [20,21], in services [22], and particularly in tourism [23,24], but also in meteorological systems [25] or in the wine industry [26]. Crowdsourcing is also increasingly used in innovations in the pharmaceutical industry.…”

Section: Literature Reviewmentioning

confidence: 99%

Does Crowdsourcing as Part of User-Driven Innovation Activity Affect Its Results? An Empirical Analysis of R&D Departments in Poland

et al. 2021

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Entrepreneurs have long been convinced about the power and possibilities of the Internet. Nowadays, the Internet is an integral tool for the functioning of a company, not only as an alternative distribution channel, but also as a channel of information and communication flow, a means of interaction with the environment. The increasing use of the Internet, and especially of social media, made it possible to escalate the activity of various social groups in various areas of the company’s activity, including innovation, leading to the development of crowdsourcing. Crowdsourcing has redefined the existing production rules and ways of using labor resources. Its potential lies in openness, partnership, resource sharing and global action. There are already many studies on crowdsourcing and innovation, but little attention is paid to the relationship between crowdsourcing and the determinants of innovation activity. Thus, the aim of this research is examining whether the use of crowdsourcing while cooperating with product users in accordance with the concept of user-driven innovation (UDI) has an impact on selected aspects of innovative activity. An original questionnaire was used for the study. Fifty-seven R&D departments in Poland participated in the research. For the purpose of the analysis, the Kendall and V-Cramer tau correlation coefficient was used. These methods are complemented by the Ward agglomeration method. The research results show a cooperation with consumer results in the development of innovative activities in the studied R&D departments of enterprises in Poland. Using crowdsourcing results in the introduction of more product innovations, the introduction of new or significantly improved technological processes, as well as the implementation of a greater number of research and development projects.

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“…While research on internal crowdsourcing was studied on individual level (Beretta, and Søndergaard, 2021;Morschheuser, et al, 2017;Malhotra, et al, 2020;Feng et al, 2018), employee work agreements (Otte, and Schröter, 2019) or the role of IT (e.g., and platforms (e.g., Knop, et al, 2017;Niu, et al 2019;Deichmann, et al, 2021), we do not yet fully understand how internal crowdsourcing is to be understood at an organizational level of analysis. We do not know what is necessary to implement internal crowdsourcing (i.e.…”

Section: Prior Work On Internal Crowdsourcingmentioning

confidence: 99%

Understanding internal crowdsourcing

Zuchowski¹

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This doctoral thesis is a cumulative account that summarizes the latest research about an open, social IT enabled phenomenon called "internal crowdsourcing”. Organizations are increasingly leveraging open organizational forms to organize knowledge (Afuah and Tucci 2012; Puranam, et al. 2013; Majchrzak, et al., 2021). Social information technology (i.e., social IT) is seen an enabler and transformer of such new organizational structures (e.g., McAfee, 2009; Leonardi, et al., 2013; Schlagwein and Hu 2016; Baptista, et al., 2020). The internal use of social IT in organizations has increased substantially in recent years. In the annual McKinsey Social Media survey, over 85 percent of respondents said their companies use social IT for internal purposes (Bughin et al., 2017). To understand such new social-IT based phenomenons new theoretical considerations are required (e.g., Puranam, et al., 2014; Argote, 2012). Inspired by the success of external crowdsourcing with customers, a number of organizations have recently adopted internal crowdsourcing with employees (e.g., BOSCH, Daimler, LEGO). Crowdsourcing refers to the practice of issuing open calls to large groups of people via social IT (Estellés-Arolas and González-Ladrón-de-Guevara, 2012). Crowdsourcing provides organizations with access to the knowledge and skills of a distributed and potentially very large “crowd” for solving a problem (Benbya and Van Alstyne, 2011; Simula and Vuori, 2012; Afuah and Tucci, 2012; Jeppesen and Lakhani, 2009; Malone et al., 2009). As an emerging phenomenon in professional praxis, it has been under-researched and many fundamental questions still remain unanswered. We know little about how internal crowdsourcing works and how it is impacting the organization (Leonardi, 2007, Majchrzak and Cherbakov, 2009; Malone, et al., 2009; Faraj, et al., 2011; 2014; Johnson, et al. 2014; Chen, 2013; Majchrzak, et al. 2000, 2021; Gilson, et al., 2014). The purpose of this thesis is therefore to shed light on internal crowdsourcing to theorize this empirical phenomenon and to build theory about new social-IT based phenomenons in general. This cumulative thesis contains four papers that contribute to this central goal. The results of these papers have been iteratively developed, each with a distinct set of research questions. Paper I was conducted to provide a conceptual development, to synthesize the current state of literature and to provide a research agenda about internal crowdsourcing. Paper II was set up to understand the state-of-art of organizational learning theory vis-à-vis information systems in terms of drivers and barriers. The paper thus lays the foundation to apply the organizational learning lens to the empirical phenomenon internal crowdsourcing. Paper III was conducted in order to understand how organizations learn through internal crowdsourcing. The paper explains internal crowdsourcing’s learning practices. Paper IV builds on the literature on new forms of organizing and develops an organizing model focusing on internal crowdsourcing’s preconditions, nature and consequences, providing a theoretical account of internal crowdsourcing as form of organizing.

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Employee behaviours beyond innovators in internal crowdsourcing: What do employees do in internal crowdsourcing, if not innovating, and why?

Cited by 9 publications

References 53 publications

Exploring the effects of problem- and solution-related knowledge sharing in internal crowdsourcing

Exploring the effects of problem- and solution-related knowledge sharing in internal crowdsourcing

Does Crowdsourcing as Part of User-Driven Innovation Activity Affect Its Results? An Empirical Analysis of R&D Departments in Poland

Understanding internal crowdsourcing

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