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Internal Crowdsourcing in Companies : Theoretical Foundations and Practical Applications.

Bibliographic Details
Main Author: Ulbrich, Hannah.
Other Authors: Wedel, Marco., Dienel, Hans-Liudger.
Format: eBook
Language:English
Published: Cham : Springer International Publishing AG, 2020.
Edition:1st ed.
Series:Contributions to Management Science Series
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • Internal Crowdsourcing in Companies
  • Acknowledgement
  • Contents
  • Introduction to Internal Crowdsourcing: Theoretical Foundations and Practical Applications
  • 1 About the Research Project `Internal Crowdsourcing in Companies ́(ICU)
  • 1.1 Employee Participation
  • 1.2 Employee Qualification
  • 1.3 Project Objectives and Methodical Approach
  • 1.4 Project Partners
  • 2 Structure of This Book
  • References
  • An Introduction to Internal Crowdsourcing
  • 1 Definitions of Crowdsourcing
  • 2 Crowdsourcing Typologies
  • 3 The Crowdsourcing Process
  • 4 Internal Crowdsourcing
  • 5 Conclusion
  • References
  • Managing the Crowd: A Literature Review of Empirical Studies on Internal Crowdsourcing
  • 1 Introduction
  • 2 Methodology
  • 3 Synthesis of the Literature
  • 3.1 Corporate Culture and Change Management
  • 3.2 Incentive Design
  • 3.3 Task Definition and Decomposition
  • 3.4 Quality Assurance
  • 3.5 Crowd Selection
  • 3.6 Regulations and Legal Implications
  • 4 Conclusion
  • References
  • Systematization Approach for the Development and Description of an Internal Crowdsourcing System
  • 1 Introduction to the Present Status of Crowdsourcing Theory
  • 2 Discussion
  • 2.1 Description Approaches and Control Principles of Crowdsourcing
  • 2.2 In the Governance Trap?
  • 2.3 Governance in Political Science
  • 2.4 Interim Conclusion
  • 2.5 Governance in the Economy
  • 2.6 Lessons from Governance Research
  • 2.7 Crowdsourcing Management
  • 2.8 Crowdsourcing Theory Frameworks
  • 2.9 IC Framework Conditions
  • 2.10 IC System
  • 3 Conclusion and Suggestions
  • References
  • Design of a Process and Role Model for Internal Crowdsourcing
  • 1 Introduction
  • 2 Process Design of Internal Crowdsourcing in ICU
  • 2.1 Main Phases and Components of an IC Process
  • 2.2 ICU Phases and Components
  • 2.3 ICU Process Levels.
  • 3 Parallels Between Internal Crowdsourcing and Scrum
  • 3.1 Process Levels
  • 3.2 The Principle of Transparency
  • 3.3 Scrum Role Model
  • 3.3.1 Scrum Master (Macro Level)
  • 3.3.2 Product Owner (Meso-level)
  • 3.3.3 Scrum Team (Micro Level)
  • 3.4 Design of the ICU Role Model
  • 3.4.1 Primary Roles
  • Crowd Master (Macro Level/Meso-level)
  • Campaign Owner (Meso-level/Micro Level)
  • Crowd Technology Manager (Meso-level/Micro Level)
  • 3.4.2 Secondary Roles
  • Content Owner
  • Secondary Counterparts
  • Crowd
  • 3.4.3 Tertiary Roles
  • 4 Conclusion
  • References
  • An Empirical Analysis of an Internal Crowdsourcing Platform: IT Implications for Improving Employee Participation
  • 1 Introduction
  • 2 Theoretical Background
  • 2.1 Internal Crowdsourcing
  • 2.2 Employee Motivation
  • 2.3 Labour Law Framework
  • 2.4 Tasks in Internal Crowdsourcing
  • 2.5 Crowdsourcing Forms
  • 2.6 Process Management
  • 2.7 Role of IT in Internal Crowdsourcing
  • 3 An Internal Crowdsourcing Platform: Idealab
  • 3.1 Data Protection: Privacy and Security
  • 3.2 Technical Task Typology
  • 3.3 Roles and Tools for Platform Management
  • 4 Empirical Results: Case Studies
  • 4.1 Work Duration and Participation
  • 4.2 Participation Day and Time
  • 4.3 Predicting the Participation
  • 5 Discussion
  • 6 Conclusion
  • References
  • Proposals for the Future of Internal Crowdsourcing: A Trade Union-Based Approach
  • 1 Proposals for the Future of Internal Crowdsourcing
  • 1.1 Proposal 1
  • 1.2 Proposal 2
  • 1.3 Proposal 3
  • 1.4 Proposal 4
  • 1.5 Proposal 5
  • 1.6 Proposal 6
  • 1.7 Proposal 7
  • Reference
  • Good Practice at GASAG Group: Recommendations for the Application of Internal Crowdsourcing from a Business Perspective
  • 1 Introduction
  • 2 Solution Approach: GASAG Good-Practice Model
  • 2.1 Platform Development
  • 2.2 Campaign Phases and the Internal Crowdsourcing Workflow.
  • 2.3 Selection of Internal Crowdsourcing Campaigns
  • 2.4 Works Agreement
  • 2.5 Internal Communication and Community Management
  • 3 Critical Success Factors
  • 3.1 Management Commitment
  • 3.2 Clear and Precise Goals
  • 3.3 Companywide Agreements
  • 3.4 Company Culture and Leadership Culture
  • 3.5 Project Schedule
  • 3.6 Further Theses
  • 4 Conclusion
  • 4.1 Checklist `Critical Success Factors for the Implementation of Internal Crowdsourcing ́
  • The Living Group Works Council Agreement as Social Innovation: Internal Crowdsourcing in the GASAG Group
  • 1 About the ICU Project
  • 2 Consulting on and Drawing up the KBV
  • 3 The Group Works Council Agreement (KBV) Internal Crowdsourcing in the GASAG Group (`The Living KBV)́
  • 3.1 Definition of Internal Crowdsourcing in the GASAG Group (IC)
  • 3.2 The `Living Group Works Council Agreement ́as Social Innovation: A Preamble
  • 3.3 Goals
  • 3.4 Area of Application
  • 3.5 Principles and Conditions of IC
  • 3.6 Using an Electronic IC Platform
  • 3.7 Humane Work Design: Humane Work Organization
  • 3.8 Legal Framework Conditions for IC
  • 3.9 Entering into Force, Termination and Continued Application
  • Annex 1 Participating Group Companies
  • Annex 2 Excerpts from the Group Works Council Agreement `Introduction and Implementation of Information and Communications Tec...
  • Excerpt Concerning 5.11
  • Qualifying the Users, Training Courses and Instruction
  • Excerpt Concerning 6.5
  • Main Features of the Application of the IuK
  • Protection from Controls of Performance or Conduct
  • References
  • The Use of Internal Crowdsourcing for Qualification and Competence Development in Organizations
  • 1 Introduction
  • 2 Paradigm Shift: From `Qualification and Professional Development ́Towards `Competences ́
  • 2.1 The Societal-Cultural Context of Competence
  • 2.2 Capacity Assessment and Competence Development.
  • 2.3 Competence Models, Competence Classes, `Action Anchors ́and Measurement Methods
  • 2.4 Competence Development and a New Learning Culture
  • 3 Analyses and Work on the Subject of Competence Acquisition and Development
  • 3.1 Interviews: Perspectives for GASAG Executives
  • 3.2 Summary of the Core Statements
  • 3.3 Interviews: Perspectives of GASAG Employees
  • 3.4 Summary of the Core Statements
  • 3.5 Findings from the IC-Forum
  • 3.6 First Conclusions and Approaches to Qualification, Further Training and Competence Development
  • 4 A New Concept for Qualification, Further Education and Competence Development through IC: Results and Options for Action
  • 4.1 Crowdvoting
  • 4.2 Multiple Choice Test
  • 4.3 Crowdsolving and Crowdcreation
  • 4.4 Identifying Competencies: Crowdsolving and Crowdcreation as an Instrument to Identify Competencies
  • 4.5 Developing Competencies: Formation of Topic- and Project-Specific Teams
  • 4.6 Disseminate Knowledge: Documentation of the Project Work and Internal Publication of the Results
  • 5 First Results and Perspectives for Competence Development Through a Combination of Virtual and Face-to-face Working Processes
  • References
  • Power to the Network: The Concept of Social Business and Its Relevance for IC
  • 1 Introduction
  • 2 The ICU Model
  • 2.1 Process and Roles of ICU
  • 3 The Social Business Reference Model
  • 3.1 Social Business Transformation Process
  • 3.1.1 Step 1: The Status Quo Analysis-Maturity Model
  • 3.1.2 Step 2: Objective Definition
  • 3.1.3 Step 3: Design and Transformation Process
  • 3.1.4 Step 4: Implementation
  • 3.2 Social Business Roles
  • 3.3 Guidelines and Good Practice
  • 4 The Relationship Between the ICU Model and Social Business
  • 4.1 Benefits for the ICU Model
  • 4.2 Benefits for Social Business
  • 4.3 Roles and Processes
  • 5 Summary
  • 6 Outlook
  • References.

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