Motivations and solution appropriateness in crowdsourcing challenges for innovation

Acar, Oguz Ali

doi:10.1016/j.respol.2018.11.010

Cited by 118 publications

(114 citation statements)

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“…The motivation of crowdsourcing participants mainly refers to the willingness of the crowdsourcing solvers to transfer their knowledge and information to the initiator. From the perspective of enterprise product development, the motivations of crowdsourcing participants can be divided into intrinsic motivation and extrinsic motivation [23,24]. Intrinsic motivation mainly refers to the intrinsic self-motivation of participants.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Enterprise Sustainable Crowdsourcing Incentive Mechanism Based on Principal-Agent Model

Wang

2020

Sustainability

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The utilization of crowdsourcing to acquire distant knowledge is increasing. In the new product development process, sustainable crowdsourcing is an effective way to exploit both external and internal resources to boost enterprise innovation quality and the efficiency of the competitive edge of macro tasks in a relatively long cycle. The challenge of sustainable crowdsourcing is how to design a proper incentive mechanism to achieve the maximum initiator profit and, at the same time, satisfy the solver’s motivation so that they can continuously participate in the innovation process. In two situations, including a single motivation and multiple motivations of the solver, this paper analyzed the impact of a few factors on the initiator’s profit and the incentive coefficient for the solver based on the Principal–Agent Model. From the model and simulation results, the solver’s incentive coefficient is positively correlated to the solver’s work quality and negatively correlated to the uncertainty of the enterprise operation, the solver’s Effort Cost, the solver’s degree of risk aversion, etc. If the initiator is more sensitive to the benefits of the solver’s intrinsic motivation, the monetary incentive will be higher. The research results provide a theoretical basis to quantify the initiator’s expected profit and design a proper incentive plan for the solver. Finally, the conclusions offer practical guidance for enterprise to execute incentive plans for sustainable crowdsourcing from the perspective of the solver’s motivation.

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Section: Literature Reviewmentioning

confidence: 99%

Analysis of Enterprise Sustainable Crowdsourcing Incentive Mechanism Based on Principal-Agent Model

Wang

2020

Sustainability

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“…OI platforms subsume modes such as OI contests, OI challenges, or OI competitions [7]. In many cases, focal firms opt for OI intermediaries managing independent third-party platforms [54][55][56], such as NineSigma and IdeaConnection, which have access to a large pool of problem solvers including creative individuals, specialists, and start-up companies [57]. These OI intermediaries offer focal firms the ability to access the long tail of possible solutions without having to manage the overall problem-solving process.…”

Section: -----Insert Table 1 About Here -----mentioning

confidence: 99%

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Bagherzadeh

Gurca

Brunswicker

2022

IEEE Trans. Eng. Manage.

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Irrefutable evidence shows that greater openness toward external partners enhances a firm's ability to solve innovation-related problems. To manage open innovation (OI) projects, firms use a variety of governance modes, including market-based contracts, platform intermediaries, and equity and non-equity partnerships. While innovation projects can be very diverse and characterized by various attributes, such as complexity and knowledge hiddenness, only a few conceptual studies have hitherto considered project attributes as drivers of OI governance mode selection. Using a sample of 85 OI projects and a set of illustrative cases, this paper explores empirically how project attributes influence OI governance mode selection. This empirical study advances previous conceptual work on OI governance. By accounting for project-level heterogeneity, we explore the micro-foundations of OI and provide more stable and fundamental insights into OI governance than previous industry-and firm-level analyses did. In addition, we suggest that effective OI management depends on matching project attributes with the benefits and costs of specific governance modes. Finally, we argue that this study enhances understanding and conceptualization of the relationship between project complexity and decomposability in the context of OI. MANAGERIAL RELEVANCE STATEMENT This study can help managers choose the appropriate governance mode for their OI projects by providing an empirically supported decision-making framework that accounts for the interplay between problem attributes and the costs and benefits of various OI governance modes. Our OI governance roadmap can in particular inform early stage decisions, which may have important implications for resource allocation during later stages of the project. Moreover, our findings can help managers decide whether to decompose complex problems into different sub-problems to which they can find solutions in collaboration with external partners. Our findings show that such decomposition does not only depend on problem complexity. Instead, problem complexity and knowledge hiddenness jointly drive problem decomposition decisions. More precisely, managers can think of complex problem decomposition only when the knowledge required for sub-problem solving exist, and they know which partners have the knowledge required to help them with their innovation projects.

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“…Empirical evidence shows that altruism has a positive influence on the willingness to share knowledge (e.g., Acar, 2019). He and Wei (2009) find that knowledge workers participate in sharing processes because they enjoy helping others.…”

Section: Conceptual Background and Hypothesesmentioning

confidence: 99%

Determinants of idea sharing in crowdsourcing: evidence from the automotive industry

et al. 2020

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Drawing on external ideas through crowdsourcing has become common practice for firms that seek to improve and extend their product portfolios. As these initiatives often address the users of products, it is essential for firms to recognize those attributes that determine these individuals' willingness to share their ideas. This study takes the example of the automotive industry to examine how three attributes of car drivers determine their sharing behavior-that is, altruism, psychological ownership of ideas, and trust in car manufacturers. Our findings suggest that trust and altruism strengthen idea sharing, while psychological ownership weakens it. Furthermore, we find that car drivers' perception of sharing-related risk acts as an important boundary condition for these relationships.

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Motivations and solution appropriateness in crowdsourcing challenges for innovation

Cited by 118 publications

References 90 publications

Analysis of Enterprise Sustainable Crowdsourcing Incentive Mechanism Based on Principal-Agent Model

Analysis of Enterprise Sustainable Crowdsourcing Incentive Mechanism Based on Principal-Agent Model

Problem Types and Open Innovation Governance Modes: A Project-Level Empirical Exploration

Determinants of idea sharing in crowdsourcing: evidence from the automotive industry

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