| 1. |
- Prpic, John, et al.
(författare)
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A geography of participation in IT-mediated crowds
- 2015
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Ingår i: 2015 48th Hawaii International Conference on System Sciences (HICSS 2015). - Piscataway, NJ : IEEE Communications Society. - 9781479973675 ; , s. 1575-1584
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Konferensbidrag (refereegranskat)abstract
- In this work we seek to understand how differences in location effect participation outcomes in IT-mediated crowds. To do so, we operationalize Crowd Capital Theory with data from a popular international creative crowd sourcing site, to determine whether regional differences exist in crowd sourcing participation outcomes. We present the results of our investigation from data encompassing 1,858,202 observations from 28,214 crowd members on 94 different projects in 2012. Using probit regressions to isolate geographic effects by continental region, we find significant variation across regions in crowd sourcing participation. In doing so, we contribute to the literature by illustrating that geography matters in respect to crowd participation. Further, our work illustrates an initial validation of Crowd Capital Theory as a useful theoretical model to guide empirical inquiry in the fast-growing domain of IT-mediated crowds
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| 2. |
- Prpic, John, et al.
(författare)
-
How to work a crowd : Developing crowd capital through crowdsourcing
- 2015
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Ingår i: Business Horizons. - : Elsevier BV. - 0007-6813 .- 1873-6068. ; 58:1, s. 77-85
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Tidskriftsartikel (refereegranskat)abstract
- Traditionally, the term 'crowd' was used almost exclusively in the context of people who self-organized around a common purpose, emotion, or experience. Today, however, firms often refer to crowds in discussions of how collections of individuals can be engaged for organizational purposes. Crowdsourcing-defined here as the use of information technologies to outsource business responsibilities to crowds-can now significantly influence a firm's ability to leverage previously unattainable resources to build competitive advantage. Nonetheless, many managers are hesitant to consider crowdsourcing because they do not understand how its various types can add value to the firm. In response, we explain what crowdsourcing is, the advantages it offers, and how firms can pursue crowdsourcing. We begin by formulating a crowdsourcing typology and show how its four categories-crowd voting, micro-task, idea, and solution crowdsourcing-can help firms develop 'crowd capital,' an organizational-level resource harnessed from the crowd. We then present a three-step process model for generating crowd capital. Step one includes important considerations that shape how a crowd is to be constructed. Step two outlines the capabilities firms need to develop to acquire and assimilate resources (e.g., knowledge, labor, funds) from the crowd. Step three outlines key decision areas that executives need to address to effectively engage crowds
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