Strategic effort allocation in online innovation tournaments

Dissanayake, Indika; Zhang, Jie; Yaşar, Mahmut; Nerur, Sridhar

doi:10.1016/j.im.2017.09.006

Cited by 40 publications

(47 citation statements)

References 34 publications

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“…Second, by analyzing how one of the world's largest retailers innovates based on consumer conversations on social media that have not necessarily been created for innovation purposes, we contribute to the understanding of how digital technologies can trigger, enable, and shape open innovation (Lusch & Nambisan, 2015;Nambisan et al, 2017). Digital technologies have been the focus of open innovation research for a long time (Dissanayake et al, 2018;West & Bogers, 2014). However, most of this research has been based on the implicit or explicit assumption that digital technologies are purposefully developed and deployed by organizations to collaborate with external innovators and focused on the early stages of the innovation process.…”

Section: Contributions and Implicationsmentioning

confidence: 99%

“…Traditionally, open innovation has been conducted either through collaborations with other organizations such as via alliances, contracted R&D services, licensing agreements, R&D Consortia, supplier collaborations, or university research grants (e.g., Chesbrough & Brunswicker, 2014), or through collaborations with consumers via personal interviews, surveys, or focus groups (e.g., Roberts, Piller, & Lüttgens, 2016). With the advent of digital technologies, open innovation also increasingly builds on dedicated systems, such as supply chain management systems (Rai, Pavlou, Im, & Du, 2012), online innovation toolkits (Piller & Walcher, 2006), online open innovation communities (Bayus, 2013;Dong & Wu, 2015), or online crowdsourcing platforms (Dissanayake, Zhang, Yasar, & Nerur, 2018;Schlagwein & Bjørn-Andersen, 2014), which are purposefully developed and deployed to enable co-creation with external stakeholders.…”

Section: Introductionmentioning

confidence: 99%

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Unpacking the social media–driven innovation capability: How consumer conversations turn into organizational innovations

Patroni¹,

Briel

Recker

2022

Information & Management

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Given the scale and scope of consumer conversations on social media, it is both possible and challenging for organizations to identify valuable ideas from those conversations that could lead to successful innovations. We examine how a large retailer developed a new capability to leverage public social media conversations for innovation through a process of filtering, assessing, converting, and deploying. By inductively developing a process model of how the retailer managed to convert consumer conversations on social media into organizational innovation, our study sheds light on the microfoundations of this important capability.

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Section: Contributions and Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Unpacking the social media–driven innovation capability: How consumer conversations turn into organizational innovations

Patroni¹,

Briel

Recker

2022

Information & Management

View full text Add to dashboard Cite

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“…Teams may show strategic behavior during the competition. For example, teams exert more effort toward the end of the competition to avoid submission wars [24]. High-quality teams will submit their solutions later than inexperienced ones, and highquality teams are less likely to enter tasks when a highquality solution has already been submitted [25].…”

Section: Impact Of Solution Sharing On Team's First-submission Performentioning

confidence: 99%

“…To account for the timing strategy mentioned above, we control for the time elapsed (TimeElapsed j,t ) of a contest and the average quality of team leaders in our analysis. The time elapsed is measured by the percentage of contest time elapsed since the start divided by the contest's total duration [24]. The measurement of the average quality of team leaders of new entrant teams includes the and .…”

Section: Impact Of Solution Sharing On Team's First-submission Performentioning

confidence: 99%

Does Exposure to Shared Solutions Lead to Better Outcomes? An Empirical Investigation in Online Crowdsourcing Contests

Hou

Chen²,

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Crowdsourcing contests provide an effective way to elicit novel ideas and creative solutions from collective intelligence. A key design feature of crowdsourcing contests is the competition between contest participants to complete a specific task with financial awards to the winner(s). In recent years, some crowdsourcing contest platforms provide options to contest participants for solution sharing during the competition. This study intends to evaluate the influence of exposure to shared solutions on different stakeholders, including the team, and the requester. Our study employs a multiple-level panel data from a large online crowdsourcing platform, Kaggle.com, to examine these effects. For teams, exposure to shared solutions helps new entrant teams to jump-start and help teams to achieve better performance in the subsequent submissions, and the teams' skill level negatively moderates these positive effects. For requesters, allowing solution sharing has both benefits and costs in terms of improving the best performance of the crowd. We highlight the theoretical implications of the study and provide practical suggestions for crowdsourcing contest platforms to help them decide whether to allow solution sharing during the competition.

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“…Similarly, Dissanayake et al. () studied the factors that influence the ideators’ effort allocation decisions. They found that the ideators tend to raise their efforts toward the end of a contest.…”

Section: Literature Reviewmentioning

confidence: 99%

Product design crowdsourcing in a dual‐channel supply chain: joint reviews from manufacturer and consumers

Liu

2019

Int Trans Operational Res

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As an effective paradigm to aggregate a crowd's wisdom for new product development, crowdsourcing has attracted much attention in recent years. This paper investigates the issue of joint online reviews on crowdsourcing in a dual-channel supply chain with one manufacturer and one retailer. The manufacturer makes customized products of two types: crowdsourcing products (CPs) and noncrowdsourcing products (NCPs), designed by crowdsourcees and the interfirm employees, respectively. We formulate a utility model composed of a pool of consumers who make utility maximizing choices. Utilizing this model, a supply chain framework related to ex ante joint online reviews is developed under the decentralized and centralized setting, to find the joint online review conditions under which the crowdsourcing solutions are accepted prior to putting into production, then derive the CP's and NCP's optimal demand and price and review level. Furthermore, comparison study is conducted concerning the three scenarios: without any online reviews, with only online reviews from consumers, and with joint online reviews from manufacturer and consumers, to examine the impacts of crowdsourcing, online reviews, and both interactions on supply chain performance. The results show, although public opinion suggests that increase in crowdsourcing customized degree facilitates widespread adoption of crowdsourcing design, we find some conditions impede firms from implementing it. Meanwhile, among different combinations of online reviews and decision-making settings, only in joint online reviews and centralized setting, the objective of selecting crowdsourcing design is aligned to maximizing the total supply chain's profit. Additionally, when the customized degree ratio is at a medium level, even if the CP demand is less than NCP, the manufacturer and the retailer gain more payoffs from CPs than from NCPs.

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Strategic effort allocation in online innovation tournaments

Cited by 40 publications

References 34 publications

Unpacking the social media–driven innovation capability: How consumer conversations turn into organizational innovations

Unpacking the social media–driven innovation capability: How consumer conversations turn into organizational innovations

Does Exposure to Shared Solutions Lead to Better Outcomes? An Empirical Investigation in Online Crowdsourcing Contests

Product design crowdsourcing in a dual‐channel supply chain: joint reviews from manufacturer and consumers

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