Innovative Behaviour Types and Their Influence on Individual Crowdsourcing Performances

IT‐enabled idea competitions for organizational innovation: An inquiry into breakdowns in adaptation

“…Engineering Consult struggled with the situation where a small group of employees representing two departments provided most ideas. Zhu et al () found similar uneven idea contributions across departments as a result of promotional communication. The departments with higher contributions were research and development oriented, as in our case study.…”

“…Idea competitions are mainly vehicles for innovation, but companies also pursue indirect or long‐term objectives including a supportive innovation culture (Schepers, Schnell, & Vroom, ), building skills and capabilities (Sergeeva, ), knowledge management (Erickson et al, ), involving and motivating employees (Ekvall, ; Gamlin et al, ; Rohrbeck & Schwarz, ) and strengthening image‐related objectives (Erickson et al, ; Townsend, ). Submitted ideas and implemented ideas measure the success of idea competitions (Zhu, Djurjagina, & Leker, ) along with the percentage of participating employees and estimated savings (Lasrado, ; van Dijk & van den Ende, )—meaning focus is on short‐term and direct objectives. Strategic emphasis refers to the formalization of employee involvement as a strategic innovation resource.…”

“…Feedback such as acknowledging the reception of ideas and their status throughout the process may be an integrated part of the system, supported by workflow or automated replies (Fairbank & Williams, ). Another form of feedback is comments given by peers and managers to further develop the ideas in the elaboration phase (Elerud‐Tryde & Hooge, ; Schepers et al, ) or later in the incubation phase, when experts contribute to transform selected ideas into business proposals (Fairbank et al, ; Santos & Spann, ; Schepers et al, ; Zhu et al, ). Participation typically refers to the contribution of ideas, but employees may take on other roles, e.g., commenting on ideas, engaging in the evaluation of ideas in panels, rating ideas through different evaluation mechanisms, such as likes (Santos & Spann, ), or trading virtual stocks known as idea markets (Lauto et al, ).…”

“…Motivation to participate focuses mainly on reasons for contributing ideas (Lauto et al, ; Santos & Spann, ), while less attention has been given to other roles such as providing feedback (Bjelland & Wood, ) or team‐based contributions and motivation (Bergendahl & Magnusson, ; Carrier, ). In addition to the individual motivation, some studies focus on differences in individual qualifications to participate (Zhu et al, ), the importance of age on having ideas (Verworn, ) or cognitive innovation style preferences (Lomberg, Kollmann, & Stöckmann, ). Motivation to participate may also relate to the process—experiencing a fair and timely handling, for example, creates trust in the process (Erickson et al, ; Fairbank & Williams, ; Lasrado, ).…”

Walking Parallel Paths or Taking the Same Road? The Effect of Collaborative Incentives in Innovation Contests

“…Although, we used a popular topic and setting for the real-world contest (Baer et al, 2010;Jung et al, 2010), this approach ignores aspects such as the company's image, brand recognition, and its specific products. Also, the omission of individual and framing factors is likely to influence the incentive mechanisms (Zhu et al, 2014). The "university" topic could possibly be perceived as a "public good" context that could also possibly be more apt for collaborative settings.…”