Crowdsourcing as a way to access external knowledge for innovation

This paper focuses on “crowdsourcing” as a significant trend in the new paradigm of open innovation (Chesbrough 2006; Chesbrough & Appleyard 2007). Crowdsourcing conveys the idea of opening the R&D processes to “the crowd” through a web 2.0 infrastructure. Based on two cases studies of crowdsourcing webstartups (Wilogo and CrowdSpirit), the paper aims to build a framework to characterize and interpret the tension between value creation by a community and value capture by a private economic actor. Contributing to the discussions on “hybrid organizational forms” in organizational studies (Bruce & Jordan 2007), the analysis examines how theses new models combine various forms of relationships and exchanges (market or non market). It describes how crowdsourcing conveys new patterns of control, incentives and co-ordination mechanisms.communauté ; crowdsourcing ; innovation ; formes organisationnelles hybrides ; plateforme ; web 2.0

Discovering interacting artifacts from ERP systems (extended version)

The omnipresence of using Enterprise Resource Planning (ERP) systems to support business processes has enabled recording a great amount of (relational) data which contains information about the behaviors of these processes. Various process mining techniques have been proposed to analyze recorded information about process executions. However, classic process mining techniques generally require a linear event log as input and not a multi-dimensional relational database used by ERP systems. Much research has been conducted into converting a relational data source into an event log. Most conversion approaches found in literature usually assume a clear notion of a case and a unique case identifier in an isolated process. This assumption does not hold in ERP systems where processes comprise the life-cycles of various interrelated data objects, instead of a single process. In this paper, a new semi-automatic approach is presented to discover from the plain database of an ERP system the various objects supporting the system. More precisely, we identify an artifact-centric process model describing the system’s objects, their life-cycles, and detailed information about how the various objects synchronize along their life-cycles, called interactions. In addition, our artifact-centric approach helps to eliminate ambiguous dependencies in discovered models caused by the data divergence and convergence problems and to identify the exact "abnormal flows". The presented approach is implemented and evaluated on two processes of ERP systems through case studies

Digital servitization: How data-driven services drive transformation

The infusion of data-driven services in manufacturing provides new opportunities for long-term competitive advantage; however, it also poses new challenges and entails tradeoffs among strategic options. Digital servitization changes intra-firm processes and customer relationships as well as overall ecosystem dynamics. Drawing on an extensive study of ABB Marine & Ports, a market-leading systems integrator, the concept of digital servitization is examined by analyzing its key characteristics, including opportunities and challenges for manufacturers. The resource integration patterns that connect actors and the dual role of technology in both increasing resource integration complexity and in facilitating the coordination of complexity are discussed. Advancing digital servitization requires fostering service-centricity and executing strategic change initiatives for both the internal organization and the broader ecosystem. Firms must undertake three interlinked changes: (1) digital, (2) organizational, and (3) ecosystem transformations. In addition to contributing to the service literature, these findings provide actionable insights for managers

Decision Support Systems as the Bridge between Marketing Models and Marketing Practice

The field of marketing decision models emerged about fifty years ago. In the beginning, optimization techniques from the field of Operations Research (OR) were dominant, but soon, the modeling of marketing phenomena and marketing problems became interesting in itself, irrespective of whether they could be solved with a known OR technique. The field of marketing models developed its own identity and became an important academic field (Wierenga 2008b). Somewhat later the term "marketing science" became in vogue, as a close synonym to marketing models. In this current, first decade of the new Millennium, the field of marketing science is in excellent shape with booming journals and exponentially growing numbers of publications. However, a legitimate question can be asked: what is the impact of this growing body-of-knowledge on marketing practice? Does all this work lead to better marketing management decisions? In other words "Was macht die Wissenschaft fur die Unternehmenspraxis?" (Simon 2008). One important flow of marketing knowledge to marketing practice goes through marketing education and marketing literature .. The newest marketing insights are disseminated through courses, textbooks and other communication channels. But there is another important way of making the results from marketing science useful for marketing practice