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1、Rules of Crowdsourcing: Models, Isues, and Systems of Control Gregory D. Saxton, Onoh Oh, Rajiv KishoreSaxton, G. D., Oh, O., & Kishore, R. (in pres). Rules of crowdsourcing: Models, Issues, and Systems of Control. Information Systems Management, forthcoming.Abstract: In this paper, we first provide
2、 a practical yet rigorous definition of crowdsourcing that incorporates “crowds,” outsourcing, and social web technologies. We then analyze 103 well-known crowdsourcing websites using content analysis methods and the hermeneutic reading principle. Based on our analysis, we develop a “taxonomic theor
3、y” of crowdsourcing by organizing the empirical variants in nine distinct forms of crowdsourcing models. We also discuss key isues and directions, concentrating on the notion of managerial control systems. Keywords: Crowdsourcing; outsourcing; e-busines; social web; social media; advanced Internet t
4、echnologies; Web 2.0. Gregory D. Saxton, Department of Comunication, University at Bufalo, SUNY, Bufalo, New York; Onok Oh, The Center for Collaboration Science, University of Nebraska at Omaha, Omaha, NE; Rajiv Kishore, Department of Management Science and Systems, Schol of Management, SUNY at Bufa
5、lo, Bufalo, New York. The authors would like to thank the editor and the two anonymous reviewers of this journal for their valuable coments and sugestions. The reviewers and editors of the Fourth Global Sourcing Workshop (March 225, 2010, Zermat, Switzerland) also provided helpful coments on an earl
6、ier version of this article. Please direct corespondence to Gregory Saxton, Department of Comunication, University at Bufalo, SUNY. Email: gdsaxtonbuffalo.edu 2 Taking advantage of the growing aceptance of social web technologies1, entrepreneurs big and smal are continualy creating and experimenting
7、 with innovative sourcing models. One of the most buzzworthy models is “crowdsourcing,” whereby busineses use the Web to harnes the eforts of a virtual “crowd” to achieve specific organizational tasks. Crowdsourcing thus takes advantage of many of the same technological features that characterize “s
8、ocial media,” the technology that enables online communities through which users can interact with those of similar interests. However, crowdsourcing is distinct from pure social media applications in that it not only actively involves a diverse crowd of users but actively controls the online commun
9、ity through sophisticated management schemes involving compensation, copyright protection, and the like. Simply put, while social media sites place emphasis on the social aspect of community, crowdsourcing involves the management of a community via Web-based collaborative technologies to elicit the
10、communitys knowledge and/or skil sets and thus fulfil a pre-identified busines goal. In efect, despite its “buzzword” status, we argue there is an identifiable core to crowdsourcing, and that this important goal-oriented strategic micro-outsourcing model has received scant atention from academic aud
11、iences. This paper aims to correct this deficiency by developing an empiricaly grounded taxonomy of crowdsourcing models that can drive future research. The specific goals of this paper are as follows: First, because of the confusing state of academic and popular discussion of crowdsourcing, we begi
12、n by putting forward a simple yet comprehensive definition that serves to diferentiate crowdsourcing from e-busines, e-commerce, outsourcing, Web 2.0, social media, and other germane concepts. We conceptualize 1We use the terms social web, social media, advanced internet technologies, advanced web t
13、echnologies, Web 2.0, and just “Web” interchangeably in this paper, as they are all contemporary terms but simultaneously realizing that no one term wil endure forever due to the rapidly evolving nature of these technologies. 3 crowdsourcing as a type of sourcing model that lies at the intersection
14、of outsourcing and sophisticated Internet technologies. In building our conceptual framework, we elaborate on how outsourcing, the Web, and virtual “crowds” are harnesed and transformed by busineses big and small alike to produce the crowdsourcing model. Second, we undertake a comprehensive empirica
15、l investigation of the crowdsourcing domain by examining over 100 crowdsourcing organizations. This enumeration alows us not only to se the range and variety of crowdsourcing models, but also to create an exhaustive categorization of the types of these organizations particularly with regard to the t
16、ype of service or product that is outsourced and the role of online community users. Based on this empirical examination and our analysis of key inter-organizational diferences, we then build a comprehensive taxonomy of nine distinct types of crowdsourcing models. Third, we analyze several key elements, isues, and unanswered questions surrounding the crowdsourcing model that arose from our empirical examination. Here we focus special atention on the organizations variation
