Internal Crowdsourcing: Conceptual Framework, Structured Review, and Research Agenda

Abstract

The use of IT-enabled crowdsourcing with employees in enterprises has increased substantially in recent years. This phenomenon, which we refer to as ‘internal crowdsourcing’, is distinct both from external crowdsourcing with end users and from hierarchy-based work with employees. A literature stream has emerged that corresponds with the increased relevance of internal crowdsourcing in practice. The purpose of this review paper of internal crowdsourcing is to provide conceptual development, synthesise the literature, and provide a research agenda. In the review reported in this paper, we systematically analysed and critically reviewed the literature in this domain published thus far (74 papers). We found useful findings and insights into a new and relevant IT-enabled phenomenon. At the same time, we also found conflicting definitions and conceptualisation, as well as research efforts that are not well integrated. The paper supports future research on internal crowdsourcing by providing improved conceptualisation, consolidating insights, and identifying important areas for future research.

Ethical norms and issues in crowdsourcing practices: A Habermasian analysis

“…Reviews of the prior research on crowdsourcing show that considerations of ethics (questions on what is good, fair, or just) are largely absent. Researchers, to date, have been primarily concerned with managerial, behavioural, and technological questions (for reviews, Aguinis & Lawal, ; Doan, Halevy, & Ramakrishnan, ; Hossain & Kauranen, ; Pedersen et al, ; Saxton, Oh, & Kishore, ; Tavakoli, Schlagwein, & Schoder, ; Zuchowski, Posegga, Schlagwein, & Fischbach, ). Even though many have raised ethical concerns and the need to research ethical aspects of crowdsourcing has been repeatedly suggested (eg, Bergvall‐Kåreborn & Howcroft, ; Felstiner, ; Kleemann et al, ; Silberman et al, ), the existing crowdsourcing literature provides little in terms of relevant empirical studies and is very limited in debating ethical issues theoretically.…”

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

“…This implies that expectations and competencies in innovative behaviour by department managers ( strategic emphasis ) is needed to encourage participation and draw on or build motivation and qualifications of employees. In addition, our findings show that involving the “peripheral inside innovators” (Neyer et al, ) requires department managers to work purposefully to overcome the existing patterns of innovation (Erickson et al, ; Zuchowski, Posegga, Schlagwein, & Fischbach, ). This may be done by encouraging employees, not usually involved in innovation, to participate (which is not an easy task).…”

“…employees. In addition, our findings show that involving the "peripheral inside innovators" (Neyer et al, 2009) requires department managers to work purposefully to overcome the existing patterns of innovation (Erickson et al, 2012;Zuchowski, Posegga, Schlagwein, & Fischbach, 2016). This may be done by encouraging employees, not usually involved in innovation, to participate (which is not an easy task).…”

Engaging customer care employees in internal collaborative crowdsourcing: Managing the inherent tensions and associated challenges

“…In contrast to external crowdsourcing, internal crowdsourcing can be a safer and more practical option for innovation (Malhotra, Majchrzak, Kesebi, & Looram, 2017). Internal crowdsourcing is defined as an "IT-enabled group activity based on an open call for participation in an enterprise" (Zuchowski, Posegga, Schlagwein, & Fischbach, 2016). Internal crowdsourcing can be a way to engage employees creatively to generate innovative ideas (Simula & Vuori, 2012).…”