‘Crowdsourcing’ is a relatively recent concept that encompasses many practices. This diversity leads to the blurring of the limits of crowdsourcing that may be identified virtually with any type of internet-based collaborative activity, such as co-creation or user innovation. Varying definitions of crowdsourcing exist, and therefore some authors present certain specific examples of crowdsourcing as paradigmatic, while others present the same examples as the opposite. In this article, existing definitions of crowdsourcing are analysed to extract common elements and to establish the basic characteristics of any crowdsourcing initiative. Based on these existing definitions, an exhaustive and consistent definition for crowdsourcing is presented and contrasted in 11 cases.

Software developers require effective effort estimation models to facilitate project planning. Although Usman et al. systematically reviewed and synthesized the effort estimation models and practices for Agile Software Development (ASD) in 2014, new evidence may provide new perspectives for researchers and practitioners. This paper presents a systematic literature review that updates the Usman et al. study from 2014 to 2020 by analyzing the data extracted from 73 new papers. This analysis allowed us to identify six agile methods: Scrum, Xtreme Programming and four others, in all of which expert-based estimation methods continue to play an important role. This is particularly the case of Planning Poker, which is very closely related to the most frequently used size metric (story points) and the way in which software requirements are specified in ASD. There is also a remarkable trend toward studying techniques based on the intensive use of data. In this respect, although most of the data originate from single-company datasets, there is a significant increase in the use of cross-company data. With regard to cost factors, we applied the thematic analysis method. The use of team and project factors appears to be more frequent than the consideration of more technical factors, in accordance with agile principles. Finally, although accuracy is still a challenge, we identified that improvements have been made. On the one hand, an increasing number of papers showed acceptable accuracy values, although many continued to report inadequate results. On the other, almost 29% of the papers that reported the accuracy metric used reflected aspects concerning the validation of the models and 18% reported the effect size when comparing models.

In this article we propose a model of innovation competence of people, based on the existing literature to integrate and complement the existing models. The main contribution of this work consists in demonstrating the differences and similarities of current models and in providing a conceptual definition for each model element. In this way, both researchers and people in charge of Human Resources in companies can obtain a framework to design measuring instruments to assess the innovation competence, which can fulfil the twofold demand requirement of validity and reliability.

Companies need to become innovative and in order to do so, they must learn how to be able to manage the talent of their workforce In this working paper we have reviewed the literature concerning the concept of innovation as a key for the challenge for change in companies to establish a synthesis and a classification of the types of innovation required. We propose a number of competencies needed by the different staff members (support, technicians, managers, etc) as well, so that they can succeed in being innovative in different ways.