Using an online community for vehicle design: project variety and motivations to participate

Seidel, Victor P.; Langner, Benedikt

doi:10.1093/icc/dtv016

Cited by 25 publications

(24 citation statements)

References 33 publications

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“…As a consequence, promising ideas rarely become handled, leading to low implementation rates (Birkinshaw et al, 2011;Soukhoroukova, Spann, and Skiera, 2012). Despite the open character of these systems, many organizations fail to motivate employees to participate, and those that do so may not succeed in creating the energy and attention necessary to sustain their involvement over time, resulting in decreased participation (Dahlander and Piezunka, 2014;Seidel and Langner, 2015).…”

Section: Introductionmentioning

confidence: 99%

Moderating Ideation in Web‐Enabled Ideation Systems

Beretta¹,

Björk²,

Magnusson³

2017

J of Product Innov Manag

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While organizations increasingly implement web‐enabled ideation systems to access the collective intelligence of their distributed employees, recent studies show that most attempts to use these systems underperform or fail. This article draws on a qualitative case study of the Ericsson system “Idea Boxes” to explore a novel approach to manage ideation based on the use of the moderator role. The aim of this study is to understand to what extent and how the introduction of moderators can contribute to a better management of web‐enabled ideation systems and to overcome the shortcomings commonly associated with their use. The contribution of this study to innovation literature is threefold. First, it develops a conceptual framework that gives insights into the practices implemented by moderators to manage ideation, namely: (1) formulating an ideation strategy, (2) combining means for community building, and (3) formalizing the ideation process. It focuses on unfolding their key complementarities. Second, this study relates these practices to the shortcomings of web‐enabled ideation systems with respect to the sourcing, filtering, and handling of employees' ideas. It discusses how the identified practices can help organizations address these shortcomings by stimulating sustained employee participation, increasing the quality and fit of the ideas generated, and ensuring their efficient selection and integration. Third, this article compares moderators to other innovation roles discussed in the new product development literature with the aim of broadening the future research agenda toward an investigation of emerging organizational roles having limited formal authority to manage innovation. The findings of this study provide valuable guidelines to managers to implement more sophisticated approaches for a better management of the ideation process through web‐enabled ideation tools.

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Section: Introductionmentioning

confidence: 99%

Moderating Ideation in Web‐Enabled Ideation Systems

Beretta¹,

Björk²,

Magnusson³

2017

J of Product Innov Manag

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“…Crowdsourcing is used for variety of tasks (from very simple tasks to highly sophisticated tasks), and there are a wide range of motivational factors. Motivational factors include extrinsic motivations, such as money and user needs, as well as intrinsic motivations, such as altruism, fun, kinship, reputation, status, profession, personal identity, and reciprocity (Boudreau and Lakhani, 2009;Seidel and Langner, 2015). As a whole, crowdsourcing as a phenomenon is flourishing in various promising directions.…”

Section: Crowdsourcing As a Phenomenonmentioning

confidence: 99%

Embracing Open Innovation to Acquire External Ideas and Technologies and to Transfer Internal Ideas and Technologies Outside

Hossain

2016

SSRN Journal

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Altogether, the dissertation consists of nine substudies and a compendium summarizing the substudies.An extensive literature review was conducted on open innovation and crowdsourcing literature (substudies 1-4). In the subsequent empirical substudies, both qualitative research methods (substudies 5-7) and quantitative research methods (substudies 8-9) were applied. The four literature review substudies provided insights on the body of knowledge on open innovation and crowdsourcing. These substudies unveiled most of the influential articles, authors, and journals of open innovation and crowdsourcing disciplines. Moreover, they identified research gaps in the current literature.The empirical substudies offer several insightful findings. Substudy 5 shows how non-core ideas and technologies of a large firm can become valuable, especially for small firms. Intermediary platforms can find solutions to many pressing problems of large organizations by engaging renowned scientists from all over world (substudy 6). Intermediary platforms can also bring breakthrough innovations with novel mechanisms (substudy 7). Large firms are not only able to garner ideas by engaging their customers through crowdsourcing but they can also build long-lasting relations with their customers (substudies 8 and 9). Embracing open innovation brings challenges for firms too.Firms need to change their organizational structures in order to be able to fully benefit from open innovation. When crowdsourcing is successful, it produces a very large number of new ideas. This has the consequence that firms need to allocate a significant amount of resources in order to identify the most promising ideas. In an idea contest, customarily, only one or a few best ideas are rewarded (substudy 7). Sometimes, no reward is provided for the selected idea (substudies 8 and 9). Most of the ideas that are received are not implemented in practice.Keywords Open innovation, crowdsourcing, ideas, technologies, knowledge ISBN (printed) 978-952-60-6893-0 ISBN (pdf) 978-952-60-6894-7

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“…In order to reduce capital outlay, risk, and develop commercially valuable products, more and more companies launched their own online platforms to implement open innovation strategy [21]. There are two main options for enterprises to involve users in NPD projects: They may initiate an innovation contest platform or they can launch a firm-hosted open design community (ODC) [22]. The former is focusing on soliciting designs/ideas from crowds, where the participation motivation of individuals relies heavily on extrinsic rewards such as money payments [23,24].…”

Section: Introductionmentioning

confidence: 99%

“…The former is focusing on soliciting designs/ideas from crowds, where the participation motivation of individuals relies heavily on extrinsic rewards such as money payments [23,24]. The latter is developed based on online community, which encourages members to contribute contents and interact with others; within such communities, companies disclose the design-related issues they face via posts, and motivate external experts or users to contribute (via post text, images, and videos in forum) to solve these predefined design challenges [22,[25][26][27]. For instance, P and G and LEGO have initiated online innovation contest platforms to acquire new designs/ideas; and Local Motors, Sony, and Ducati have launched ODCs to settle technical problems [21,22].…”

Section: Introductionmentioning

confidence: 99%

Investigating Sustained Participation in Open Design Community in China: The Antecedents of User Loyalty

et al. 2019

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Understanding what drives user loyalty is a central theme in the research fields of open design community (ODC) and sustained innovation. Drawing on theories of network externalities and expectation disconfirmation, this paper develops a theoretical model reflecting the effect of determinants on user loyalty. The model is tested utilizing survey data amassed from 389 users of a typical ODC, Xiaomi Corporation’s forum, in China. The major findings of our work as follows: First, satisfaction plays the most important role in explaining the user loyalty to ODCs, and disconfirmation of fan care is the most critical factor influencing user satisfaction. Second, the perceived network size exerts negative impact on user loyalty to an ODC. Third, impacts of different factors on user loyalty vary due to gender difference. This research advanced the knowledge in Open Design by demonstrating the antecedents of participant’s loyalty towards ODC, and highlighting the motivations of individual’s open design participation behavior.

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Using an online community for vehicle design: project variety and motivations to participate

Cited by 25 publications

References 33 publications

Moderating Ideation in Web‐Enabled Ideation Systems

Moderating Ideation in Web‐Enabled Ideation Systems

Embracing Open Innovation to Acquire External Ideas and Technologies and to Transfer Internal Ideas and Technologies Outside

Investigating Sustained Participation in Open Design Community in China: The Antecedents of User Loyalty

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