Designing Digital Innovation Contests

Hjalmarsson, Anders; Rudmark, Daniel

doi:10.1007/978-3-642-29863-9_2

Cited by 21 publications

(19 citation statements)

References 16 publications

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“…For re-use to happen someone must be willing to devote time and energy. Arranging competitions can provide clear incentives (see e.g., Hjalmarsson et al, 2012). But to get citizens to participate is difficult.…”

Section: Discussionmentioning

confidence: 99%

“…One way of promoting citizens to re-use open public data, and develop new digital products and services, is to arrange innovation competitions (Kuk & Davis, 2011;Hjalmarsson, 2012). Innovation competitions have been used as a way of developing digital innovations, i.e., 'the carrying out of new combinations of digital and physical components to produce novel products' (Yoo et al, 2010).…”

Section: Innovation Competitions and Challenges With Re-use Of Open Pmentioning

confidence: 99%

“…The open data agenda is based on an assumption of citizens' interest and willingness to take part. One strategy proposed for increasing citizen participation and work with the open public data re-use agenda is to arrange innovation competitions where public open data is used for the development of new information services (European Commission, 2011;Hjalmarsson et al 2012). However, Kuk & Davies (2011) argue that 'Grand claims for the service revolutions that open data may bring about are overstated; though more modest claims can be grounded in evidence.'…”

Section: Introductionmentioning

confidence: 99%

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The story of the sixth myth of open data and open government

Hellberg

Hedström

2015

Transforming Government: People, Process and Policy

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Purpose – The aim of this paper is to describe a local government effort to realise an open government agenda. This is done using a storytelling approach. Design/methodology/approach – The empirical data are based on a case study. The authors participated in, as well as followed, the process of realising an open government agenda on a local level, where citizens were invited to use open public data as the basis for developing apps and external Web solutions. Based on an interpretative tradition, they chose storytelling as a way to scrutinise the competition process. In this paper, they present a story about the competition process using the story elements put forward by Kendall and Kendall (2012). Findings – The research builds on existing research by proposing the myth that the “public” wants to make use of open data. The authors provide empirical insights into the challenge of gaining benefits from open public data. In particular, they illustrate the difficulties in getting citizens interested in using open public data. Their case shows that people seem to like the idea of open public data, but do not necessarily participate actively in the data reuse process. Research limitations/implications – The results are based on one empirical study. Further research is, therefore, needed. The authors would especially welcome more studies that focus on citizens’ interest and willingness to reuse open public data. Practical implications – This study illustrates the difficulties of promoting the reuse of open public data. Public organisations that want to pursue an open government agenda can use these findings as empirical insights. Originality/value – This paper answers the call for more empirical studies on public open data. Furthermore, it problematises the “myth” of public interest in the reuse of open public data.

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Section: Discussionmentioning

confidence: 99%

Section: Innovation Competitions and Challenges With Re-use Of Open Pmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The story of the sixth myth of open data and open government

Hellberg

Hedström

2015

Transforming Government: People, Process and Policy

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“…The creation of new (modeling) artifacts is the primary concern of design science research (DSR) [33]. Therefore, to ensure good quality design and satisfy the requirements for effective design, we adopt and adapt the DSR methodology (DSR cycles and DSR guidelines) proposed by Hevner et al [33][34], and used in relatively similar design projects [35] [36]. As shown in Figure 1, we breakdown our research process into 6 Phases, and map each phase to correspond to the DSR guidelines (GL) and design cycles (DC).…”

Section: Methodsmentioning

confidence: 99%

A Modelling Technique for Enterprise Agility

Nwokeji

Aqlan

Clark

et al. 2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Enterprise agility, i.e., the ability of enterprises to respond to changes, is a core imperative for effective change management.It can improve operational efficiency as well as support resource optimization. Yet, it is challenging and a major concern for corporate executives. To facilitate agility, it can be useful to design modeling constructs for representing changes. Such modeling constructs can help stakeholders to represent and better understand change concepts. This research contributes by extending existing enterprise modeling approaches with new modeling constructs for representing concepts of change. These modeling constructs are integrated into a conceptual model. To demonstrate utility, we apply this meta-model to represent a real-world case study and discuss some lessons learned in this process. One major challenge faced by Problem and Motivation

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“…by an expert jury, and winners are selected. Bullinger and Moeslein [3] and Hjalmarsson and Rudmark [4] describe how innovation contests can be organized using 14 different key design elements.…”

Section: Introductionmentioning

confidence: 99%

Contests as innovation intermediaries in open data markets

Juell-Skielse

Hjalmarsson

Juell-Skielse

et al. 2014

Self Cite

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Innovation contests are becoming popular instruments for stimulating development of digital services using open data. However, experience indicates that only a limited number of the results developed during these events become viable digital services attracting a significant user base. To further deepen our understanding of the role, design and function of innovation contests in open data markets, we conducted a survey of the websites of 33 digital innovation contests. The results of the survey show that organizers design digital innovation contests to function as intermediaries for open data innovation. By analyzing the activities performed by organizers we found several examples of how innovation contests support the participants in designing, implementing and providing services after the contests are concluded. We contribute with a key design element and attributes for the post-contest process of digital innovation contests, which adds to existing key design elements. For future research we suggest to further study open data markets and the intermediary role of digital innovation contests. Moreover we propose to develop guidelines and tools for organizers of digital innovation contests to design contests that better meet the needs of a particular open data market.

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Designing Digital Innovation Contests

Cited by 21 publications

References 16 publications

The story of the sixth myth of open data and open government

The story of the sixth myth of open data and open government

A Modelling Technique for Enterprise Agility

Contests as innovation intermediaries in open data markets

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