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Zusammenfassung Die grundlegende Idee von internem Crowdsourcing (IC) ist, den innerbetrieblichen Wissensaustausch und die Interaktion im Unternehmen zu mobilisieren und zu stärken. Das Lösen von Problemstellungen durch bereichs- und fachübergreifendes Denken und kollaborative Handlungskompetenzen für die Zusammenarbeit sowohl zwischen den Beschäftigten untereinander als auch zwischen Unternehmensführung und Beschäftigten soll mit dem Verfahren auf direkte Weise gefördert werden. Vorhandenes explizites, aber vor allem auch personengebundenes implizites Fach- und Erfahrungswissen kann durch die Anwendung von internem Crowdsourcing schnell im Unternehmen abgerufen und für die Entwicklung von Lösungen, Prozessen und Entscheidungen genutzt werden. Insbesondere durch das niedrigschwellige Erproben neuer Kommunikations- und Kollaborationsmöglichkeiten kann internes Crowdsourcing einen wichtigen Beitrag zu einer veränderten, arbeitnehmerfreundlichen und agileren Unternehmenskultur für die digitalisierte Arbeitswelt leisten.
Marco Wedel; Hannah Ulbrich; Jakob Pohlisch; Edgar Göll; André Uhl; Neslihan Iskender; Tim Polzehl; Welf Schröter; Florian Porth. Internes Crowdsourcing in Unternehmen. Arbeit in der digitalisierten Welt 2021, 335 -349.
AMA StyleMarco Wedel, Hannah Ulbrich, Jakob Pohlisch, Edgar Göll, André Uhl, Neslihan Iskender, Tim Polzehl, Welf Schröter, Florian Porth. Internes Crowdsourcing in Unternehmen. Arbeit in der digitalisierten Welt. 2021; ():335-349.
Chicago/Turabian StyleMarco Wedel; Hannah Ulbrich; Jakob Pohlisch; Edgar Göll; André Uhl; Neslihan Iskender; Tim Polzehl; Welf Schröter; Florian Porth. 2021. "Internes Crowdsourcing in Unternehmen." Arbeit in der digitalisierten Welt , no. : 335-349.
The phenomenon of crowdsourcing is increasingly being addressed in academic literature. Companies utilize crowdsourcing to search for solutions to internal problems outside of the companies’ boundaries, accessing the vast and diverse knowledge and creativity of people all over the world. More recently, a growing interest has emerged that concentrates on the intra-organizational application of this phenomenon—internal crowdsourcing. While conventional internal innovation activities are mostly concentrated within a few dedicated departments, this new approach helps companies to open up their innovation process to all employees. Internal crowdsourcing can help companies bridge geographical distances, integrate new employees, predict the market success of products, and create ideas for new businesses.This chapter aims to provide a comprehensive overview of the existing empirical findings regarding the management of internal crowdsourcing. In this review, 27 papers, covering more than 100 companies, are analysed. They are based on more than 800 interviews, participant observations, action design research, surveys, and datasets of internal innovation contests. The results of this review will help practitioners to design the management of internal crowdsourcing based on existing implementations and lessons learned, helping them to unleash the full innovation potential of their employees, creating a valuable competitive advantage.
Jakob Pohlisch. Managing the Crowd: A Literature Review of Empirical Studies on Internal Crowdsourcing. Development and Implementation of Health Technology Assessment 2020, 27 -53.
AMA StyleJakob Pohlisch. Managing the Crowd: A Literature Review of Empirical Studies on Internal Crowdsourcing. Development and Implementation of Health Technology Assessment. 2020; ():27-53.
Chicago/Turabian StyleJakob Pohlisch. 2020. "Managing the Crowd: A Literature Review of Empirical Studies on Internal Crowdsourcing." Development and Implementation of Health Technology Assessment , no. : 27-53.
This chapter aims to provide the reader with an introduction to crowdsourcing in general and internal crowdsourcing in particular. First, the elementary principles of crowdsourcing will be introduced, completed by a definition that will constitute the basis for this book. Second, different crowdsourcing typologies will be described to inform the reader about classifications of the phenomenon in scientific literature. Third, the crowdsourcing process is outlined to clarify the general procedure of this new kind of work organization. Lastly, the concept will be transferred to the intraorganizational context, describing and defining the concept of internal crowdsourcing which represents the main topic of this book.
Jakob Pohlisch. An Introduction to Internal Crowdsourcing. Development and Implementation of Health Technology Assessment 2020, 15 -26.
AMA StyleJakob Pohlisch. An Introduction to Internal Crowdsourcing. Development and Implementation of Health Technology Assessment. 2020; ():15-26.
Chicago/Turabian StyleJakob Pohlisch. 2020. "An Introduction to Internal Crowdsourcing." Development and Implementation of Health Technology Assessment , no. : 15-26.
Crowdsourcing provides companies with access to widespread knowledge pools and constitutes a well-established inbound open innovation practice. More recently, some companies have introduced the approach of open innovation within their company boundaries. Using internal crowdsourcing (IC), companies can apply open innovation principles to overcome information silos. Multinational corporations often have thousands of employees around the globe, embedded in divisions and virtually separated from each other. Although a large proportion of companies nowadays use social IT to mitigate problems of distance, only a few companies can access their employees’ wisdom effectively—let alone efficiently. With almost 100,000 employees worldwide, SAP possesses significant resources, which IC can help to unlock and develop. In this business case study, we report the findings of our investigation of five IC implementations at SAP. Based on interviews and secondary data, we analyze the process and related governance tasks of the different IC approaches. The applications for IC range from the search for new and sustainable business models to an approach that uses crowdsourcing for the competence development of SAP’s employees. Our paper contributes to our understanding of open innovation and crowdsourcing by conceptualizing IC as a form of internal open innovation. Further, from our observations, we derive six lessons learned to support managers in implementing and executing IC initiatives successfully. Our findings will subsequently help managers to increase the innovation capabilities of their companies, create more sustainable business models, further the entrepreneurial mindset of their employees and thus provide a competitive advantage.
Jakob Pohlisch. Internal Open Innovation—Lessons Learned from Internal Crowdsourcing at SAP. Sustainability 2020, 12, 4245 .
AMA StyleJakob Pohlisch. Internal Open Innovation—Lessons Learned from Internal Crowdsourcing at SAP. Sustainability. 2020; 12 (10):4245.
Chicago/Turabian StyleJakob Pohlisch. 2020. "Internal Open Innovation—Lessons Learned from Internal Crowdsourcing at SAP." Sustainability 12, no. 10: 4245.
There is a significant potential to improve the benefits from public procurement through a better understanding of drivers in company success at the micro-level, an area that has received little study to date. To increase these impacts on innovation and markets, policy makers have opened procurement to innovation, including the strategic incorporation of formal standards in calls for tenders. Consequently, companies offering innovative solutions should have higher chances to be successful in public tenders. In addition, companies who engage in standardization activities at standards development organizations may have a competitive advantage in submitting tenders. Examining the case of Germany, this paper empirically investigates the effects of German manufacturing companies’ innovation activities and their engagement in national standardization on the receipt of contracts within domestic procurement competitions. The results of our empirical analyses based on German companies surveyed within the framework of the Community Innovation Survey show that being successful in product innovation and being engaged in standardization are significant positive predictors of companies’ success in public procurement. With implications for policy-makers and practitioners, this shows that public procurement is indeed open for solutions from companies active in innovation and standardization.
Knut Blind; Jakob Pohlisch; Anne Rainville. Innovation and standardization as drivers of companies’ success in public procurement: an empirical analysis. The Journal of Technology Transfer 2019, 45, 664 -693.
AMA StyleKnut Blind, Jakob Pohlisch, Anne Rainville. Innovation and standardization as drivers of companies’ success in public procurement: an empirical analysis. The Journal of Technology Transfer. 2019; 45 (3):664-693.
Chicago/Turabian StyleKnut Blind; Jakob Pohlisch; Anne Rainville. 2019. "Innovation and standardization as drivers of companies’ success in public procurement: an empirical analysis." The Journal of Technology Transfer 45, no. 3: 664-693.
This study contributes to the understanding of collaborative innovation in online user communities. Aside from providing evidence for the existence of these communities, prior research focused on users’ motivations, backgrounds, and roles at the micro level but largely neglected to examine the effects of individual user activities on joint activities at the community level. By applying a netnographic research design, which is followed by a content analysis step and logistic regression analysis, we explore to what degree different user activities trigger collaborative innovation inside a community. We find two factors inherent to the initial post of a thread, problem complexity and collaboration intention, which explain the probability of collaborative innovation. The likelihood of joint activities is raised significantly if the contribution of a user ranks high on both dimensions. By quantifying collaborative user innovation, we hope to encourage the inclusion of user activities in future policy considerations. Moreover, understanding the effects of individual user activities at the community level may help companies to understand users of technologies better and to identify opportunities for collaboration.
Matti Grosse; Jakob Pohlisch; Jakob J. Korbel. Triggers of Collaborative Innovation in Online User Communities. Journal of Open Innovation: Technology, Market, and Complexity 2018, 4, 59 .
AMA StyleMatti Grosse, Jakob Pohlisch, Jakob J. Korbel. Triggers of Collaborative Innovation in Online User Communities. Journal of Open Innovation: Technology, Market, and Complexity. 2018; 4 (4):59.
Chicago/Turabian StyleMatti Grosse; Jakob Pohlisch; Jakob J. Korbel. 2018. "Triggers of Collaborative Innovation in Online User Communities." Journal of Open Innovation: Technology, Market, and Complexity 4, no. 4: 59.