Internal Crowdsourcing in Companies : : Theoretical Foundations and Practical Applications.

• Superior document: Contributions to Management Science Series
• Author: Ulbrich, Hannah.
• TeilnehmendeR: Wedel, Marco.; Dienel, Hans-Liudger.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2020.; ©2021.
• Year of Publication: 2020
• Edition: 1st ed.
• Language: English
• Series: Contributions to Management Science Series
• Physical Description: 1 online resource (224 pages)

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.