48 research outputs found

    Opening up innovation processes through contests in the food sector

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    Purpose: The purpose of this paper is to investigate how an adequate mix of technological, organisational and managerial tools might support Open Innovation (OI) processes achieved by contests in the food sector. Design/methodology/approach: The methodology of this paper is exploratory in nature. Data have been gathered about the 140 innovation contests launched by the best global food brands (2013 BusinessWeek/Interbrand Best Global Brands) over the last decade. Findings: The research highlights the main changes that have occurred over the last decade, showing that the choice of platform type for contest launches is often neglected or considered as an ancillary element. Indeed, it is a choice that embeds another set of technological, organisational and managerial tools that strongly influence the collaborative behaviour (and the participation itself) of partners throughout the innovation process. Research limitations/implications: Companies investigated in this paper consist exclusively of top brands in the sector. Future research should strive to obtain larger samples, develop a set of fine-grained hypotheses, and test them by using appropriate statistical techniques. Originality/value: This paper fills an inexplicable gap in academic literature due to the fact that food companies are those that mainly use contests in order to implement OI but they are scarcely researched regarding this issue

    Understanding and Leveraging Crowd Development in Crowdsourcing

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    abstract: Although many examples have demonstrated the great potential of a human crowd as an alternative supplier in creative problem-solving, empirical evidence shows that the performance of a crowd varies greatly even under similar situations. This phenomenon is defined as the performance variation puzzle in crowdsourcing. Cases suggest that crowd development influences crowd performance, but little research in crowdsourcing literature has examined the issue of crowd development. This dissertation studies how crowd development impacts crowd performance in crowdsourcing. It first develops a double-funnel framework on crowd development. Based on structural thinking and four crowd development examples, this conceptual framework elaborates different steps of crowd development in crowdsourcing. By doing so, this dissertation partitions a crowd development process into two sub-processes that map out two empirical studies. The first study examines the relationships between elements of event design and crowd emergence and the mechanisms underlying these relationships. This study takes a strong inference approach and tests whether tournament theory is more applicable than diffusion theory in explaining the relationships between elements of event design and crowd emergence in crowdsourcing. Results show that that neither diffusion theory nor tournament theory fully explains these relationships. This dissertation proposes a contatition (i.e., contagious competition) perspective that incorporates both elements of these two theories to get a full understanding of crowd emergence in crowdsourcing. The second empirical study draws from innovation search literature and tournament theory to address the performance variation puzzle through analyzing crowd attributes. Results show that neither innovation search perspective nor tournament theory fully explains the relationships between crowd attributes and crowd performance. Based on the research findings, this dissertation discovers a competition-search mechanism beneath the variation of crowd performance in crowdsourcing. This dissertation makes a few significant contributions. It maps out an emergent process for the first time in supply chain literature, discovers the mechanisms underlying the performance implication of a crowd-development process, and answers a research call on crowd engagement and utilization. Managerial implications for crowd management are also discussed.Dissertation/ThesisDoctoral Dissertation Business Administration 201

    Innovation Tournaments: Improving Ideas through Process Models

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    Innovation tournaments have a long history of driving progress, especially in the fields of engineering and design, and are once again gaining popularity thanks to advances in technology. Stripped to its essence, an innovation tournament is a process that uncovers exceptionally good opportunities by considering many raw opportunities at the outset and selecting the best to survive. Both the host of the tournament (the administrator) and the participants (the agents) face many decisions throughout this process. In the following papers, we answer a series of questions about innovation tournaments, addressing the specific managerial challenges of how to provide in-process feedback, how to moderate entry visibility, and how to understand and affect leaps in innovation. We report on two sets of field experiments using web-based platforms for graphic design contests and a unique data set from an online platform dedicated to data prediction tournaments. The answers to these questions contribute new understanding to the literature on innovation tournaments and offer managers guidance on improving outcomes

    Competencies of Modern Musician Entrepreneurs: The Role of Digitalization in the Music Industry

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    The culture creation industries are undergoing a period of accelerated digitization, globalization, and democratization. The 21st century music industry is bustling with lowered barriers to entry, increased knowledge sharing, and direct to consumer models which have resulted in a gold rush of entrepreneurial opportunities for musicians and increased competition to music firms and superstars. The music industry has been subject to innovative disruption providing valuable insight on the nuances of this paradigm shift for music entrepreneurs and scholars alike. Specifically, I explore competency factors in artist’s journey from musicians to entrepreneurs with successful self-managed careers. Employing Lazear’s Theory of Balanced Skills, I develop a survey instrument and 2x2 framework to discern between high and low levels of entrepreneurial business competencies and high or low levels of artistic competencies including creativity and musical competencies. I conclude by testing survey data from Prolific analyzing the relationships between business competencies, music, creative competencies, financial and non-financial performance, and the moderating role of digital adoption as measured by a questionnaire deployed to 232 active musicians between April and May of 2023. Results identify significant competencies across the 3 domains studied as well as positive and negative moderation by digital acceptance on the relationship between competencies and performance

    Essays on Counterfactuals

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    Disrupting the Digital Humanities

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    All too often, defining a discipline becomes more an exercise of exclusion than inclusion. Disrupting the Digital Humanities seeks to rethink how we map disciplinary terrain by directly confronting the gatekeeping impulse of many other so-called field-defining collections. What is most beautiful about the work of the Digital Humanities is exactly the fact that it can’t be tidily anthologized. In fact, the desire to neatly define the Digital Humanities (to filter the DH-y from the DH) is a way of excluding the radically diverse work that actually constitutes the field. This collection, then, works to push and prod at the edges of the Digital Humanities — to open the Digital Humanities rather than close it down. Ultimately, it’s exactly the fringes, the outliers, that make the Digital Humanities both heterogeneous and rigorous. This collection does not constitute yet another reservoir for the new Digital Humanities canon. Rather, its aim is less about assembling content as it is about creating new conversations. Building a truly communal space for the digital humanities requires that we all approach that space with a commitment to: 1) creating open and non-hierarchical dialogues; 2) championing non-traditional work that might not otherwise be recognized through conventional scholarly channels; 3) amplifying marginalized voices; 4) advocating for students and learners; and 5) sharing generously and openly to support the work of our peers
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