[雙語翻譯]眾包外文翻譯--眾包和組織形式新趨勢和研究意義（英文）

1、Crowdsourcing and organizational forms: Emerging trends and research implications☆Miguel Palacios a,?, Alberto Martinez-Corral a,b, Arsalan Nisar c, Mercedes Grijalvo ba ESCP Europe Business School, Madrid, Spain b Techn

2、ical University of Madrid, Madrid, Spain c Chair of Energy and Innovation Management, Enterprise Institute, Faculty of Economics and Business, University of Neuchâtel, Neuchâtel, Switzerlanda b s t r a c t a r

3、t i c l e i n f oArticle history:Received 1 February 2015Received in revised form 1 August 2015Accepted 1 September 2015Available online 24 October 2015Keywords:Open innovationCrowdfundingOrganizational formsCollaborativ

4、e initiativesProblem solvingFinding new sources for ideas and solutions is central to the innovation process. Organizations are increasing theuse of crowd and crowd-based platforms to find novel solutions, raise capital,

5、 develop new products, pursuecollaborative ventures, and develop outcome-based services. Researchers are using crowdsourcing to describethis breadth and depth of organizational level engagement with the crowd for explain

6、ing search behavior forinnovative action. Despite crowdsourcing's potential, most of the research on crowdsourcing focuses aroundthe end functionality of crowdsourcing in the innovation process (e.g., end-product dev

7、elopment, continuousfeedback, and collaborative ventures). What is missing from the current research is a certain level of inquiryinto the theoretical foundations and their implications for subjects like organizational f

8、orms and institutionallogic that are central for crowd-level engagement. Against this background, this study identifies emerging re-search themes within crowdsourcing, and maps out the future research lines.© 2015 E

9、lsevier Inc. All rights reserved.1. IntroductionOrganizations are increasingly using crowd for idea generation, find-ing novel solutions and financing new projects to maintain innovativeaction. As a result, the academic

10、discourse on crowdsourcing is on therise (Afuah Boudreau Jeppesen Lehner, 2013); further enhanced due to some anecdotalevidence of various organizations like Mosaic Inc., Nestle, P Mollick, 2014),product design (Bayus

11、, 2013; Poetz Piezunka Huizingh, 2011) and userinnovation (e.g. von Hippel, 2005). This context leads to questioningwhether openness, which partly depends on the level of engagementwith the crowd, relies solely on some

12、 aspects of the innovation processlike product design, new product development, and solution search.Openness should involve associating the use of crowd to the organiza-tional form that the organization presents to maint

13、ain a degree oflegitimacy in order to engage with the crowd.This research takes the view that most of present discussion oncrowdsourcing revolves around creating temporary advantage atbest, where the organizational form

14、within an institutional logic ispreconceived and therefore undecided. What is missing from theresearch is the understanding of organizational forms embedded in theinstitutional logic within a geographical cluster context

15、 that often developas sources of creation or engagement for crowdsourcing ventures. For ex-ample, Lambert and Schwienbacher (2010) report that not-for-profitJournal of Business Research 69 (2016) 1834–1839☆ The authors a

16、re grateful to contributions from Francisco M. Sanchez Moreno,Technical University of Madrid (UPM) and Mikel Tapia, Universidad Carlos III de Madrid(UC3M), whose comments and feedback were helpful in improving and expand

17、ing thisstudy. An earlier version of this study titled ‘Scaling ventures through crowdsourcing: set-ting the research agenda’ was presented at the 5th Global Innovation and KnowledgeAcademy conference, Valencia, July 201

18、5. The authors thank the participants at GIKA2015 conference for their comments and constructive feedback.? Corresponding author.E-mail addresses: mpalacios@escpeurope.eu (M. Palacios), amartinez@escpeurope.eu(A. Martine

19、z-Corral), arsalan.shah@unine.ch (A. Nisar), mercedes.grijalvo@upm.es(M. Grijalvo).http://dx.doi.org/10.1016/j.jbusres.2015.10.0650148-2963/© 2015 Elsevier Inc. All rights reserved.Contents lists available at Scienc

20、eDirectJournal of Business Researchthe differentiation of new and existing members about beliefs and prac-tices. On the other hand, the social legitimation processes pursue thecredibility or appropriateness of the new ty

21、pes of actors and interest,of the new repertories of actions, or of the new kind of structural ar-rangements. A complex transformation process may include(1) changesin relations among existing organizations, (2) changes

22、in boundariesof existing organizations, (3) the emergence of new populations,(4) changes in field boundaries, and (5) chances in governance structures(Scott, Ruef, Mendel, JeppesenSchlagwein“crowdsourcing AND organizati

23、onal form” resulted in 4 publications inthe last 5 years. This procedure aims to find publications more specificwithin the topic of crowdsourcing and organizations by removing thefilters in terms of area or discipline.Th

24、e second step involves combining the publications by excludingthe common publications resulting from connected search action to ob-tain 43 publications. The study analyzes each publication in terms of(a) use of theoretic

25、al construct, (b) level of analysis for crowdsourcing(e.g. micro- or meso-level), (c) the use of research framework, and(d) future research contributions.Third, after combining and contrasting research findings from this

26、cohort of articles, the study presents five emerging research themes,which illustrate recurrent themes that are consistent with the broadongoing research on crowdsourcing.1. Problem solving2. Learning paradigms3. Open in

27、novation program4. New product development5. Collaborative initiativeSee Tables 2 and 3.4.1. Problem solvingAfuah and Tucci (2012) highlight the use of crowdsourcing by an-choring this concept within behavioral and evolu

28、tionary theory of orga-nizations, where they propose that crowdsourcing may sometimesallow transforming distant search into local search without incurringfurther costs. “Therefore, crowdsourcing may be a better mechanism

29、than either internal sourcing or designated contracting for solving prob-lems for which solutions require distant search.” (Afuah & Tucci, 2012,p. 356). Further, they draw on the behavioral and evolutionary theoryto

30、frame crowdsourcing, contrary to transaction cost economics,where “the focal agent's decision of whether to solve the problem inter-nally or outsource it will depend primarily on transaction costs and noton problem-s

31、olving capabilities.” (Afuah & Tucci, 2012, p. 356).Collective intelligence provides a framework for crowd activities,with crowdsourcing covering different areas and purposes: researchand development, market research

32、, knowledge management and cus-tomer service. However, this collective intelligence approach also bringssome issues—like loss of control, intellectual property, engagement,etc.—that managers must consider (Bonabeau, 2009

33、).Crowdsourcing can be a source for generation of ideas (Jeppesen &Lakhani, 2010) when considered within the context of knowledge-based theory of the firm “by showing the effectiveness of a market-mechanism to draw o

34、ut knowledge from diverse external sources tosolve internal problems.” (Jeppesen & Lakhani, 2010, p. 1018), as wellas a reliable, inexpensive source for generalizable longitudinal data.(Daly & Nataraajan, 2015).A

35、gain, Afuah and Tucci (2012) provide a framework theory, wherethey relate crowdsourcing with organizational ambidexterity in thebalancing of exploration and exploitation activities in firms, because“crowdsourcing may be

36、used to more efficiently and effectively performsome explorative activities, enabling ambidextrous organizations to bemore exploitative” (Afuah & Tucci, 2012, p.371). Although a large partof research on crowdsourcing

37、 focuses on crowdsourcing's end function-ality, some authors (Zheng et al., 2011) use applied theories (such as thetheory of extrinsic and intrinsic motivation or the theory of job design)to get optimal solutions fro

38、m crowdsourcing contest participants. Inshort, firms need to improve task design and motivate contest solvers'participation in the co-creation process.4.2. Learning paradigmsAccording to Jeppesen and Lakhani (2010),

39、crowdsourcing can be asource for the generation of ideas within the framework ofknowledge-based theory of the firm, by showing the effectiveness of amarket-mechanism to draw out knowledge from diverse externalsources to

40、solve internal problems. Schlagwein and Bjørn-Andersen(2014) analyze crowdsourcing as a contribution to organizational learn-ing. They identify cases and references from large and often incumbentorganizations across

41、 various industries that have made use ofcrowdsourcing as a mechanism to learn and innovate, thereforesuggesting that crowdsourcing may present a general, new mode oflearning for incumbent firms in mature industries. Alb

42、ors et al. (2008)analyze the new learning component and network collaboratingparadigms that come from the development of technologies and onlineplatforms.Table 1Emerging research trends in crowdsourcing at micro, meso, a

43、nd macro-levels.Level ofanalysisInstitutional context Crowdsourcing contextMicro Opportunity recognition Motivation of the crowd or solutionsprovidersMeso Design and mechanics oforganizational formOrganizational factors

44、like structure,form and boundary conditionsMacro Governance practices, codeof conduct, ethical issuesEnvironmental factors like governanceof transactions, legal framework1836 M. Palacios et al. / Journal of Business Rese