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Jan Marco Leimeister
Title
Prof. Dr.
Last Name
Leimeister
First name
Jan Marco
Email
janmarco.leimeister@unisg.ch
Phone
+41 71 224 3330
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1 - 10 of 15
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PublicationHow to Manage Crowdsourcing Platforms EffectivelyCrowdsourced tasks are very diverse – and so are platform types. They fall into four categories, each demanding different governance mechanisms. The main goal of microtasking crowdsourcing platforms is the scalable and time-efficient batch processing of highly repetitive tasks. Crowdsourcing platforms for information pooling aggregate contributions such as votes, opinions, assessments and forecasts through approaches such as averaging, summation, or visualization. Broadcast search platforms collect contributions to solve tasks in order to gain alternative insights and solutions from people outside the organization, and are particularly suited for solving challenging technical, analytical, scientific, or creative problems. Open collaboration platforms invite contributors to team up to jointly solve complex problems in cases where solutions require the integration of distributed knowledge and the skills of many contributors. Companies establishing crowdsourcing platforms of any type should continuously monitor and adjust their governance mechanisms. Quality and quantity of contributions, project runtime, or the effort for conducting the crowdsourcing project may be good starting points.Type: journal articleJournal: NIM Marketing Intelligence ReviewVolume: 12Issue: 1
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PublicationHow to Manage Crowdsourcing Platforms Effectively?(Sage Publishing, 2018-02-01)
;Zogaj, Shkodran ;Bretschneider, UlrichTo profit from crowdsourcing, organizations can engage in four different approaches: microtasking, information pooling, broadcast search, and open collaboration. This article presents 21 governance mechanisms that can help organizations manage their crowdsourcing platforms. It investigates the effectiveness of these governance mechanisms in 19 case studies and recommends specific configurations of these mechanisms for each of the four crowdsourcing approaches. Also, it offers guidance to organizations that host a crowdsourcing platform by providing recommendations for implementing governance mechanisms into their platforms and building up governance capabilities for crowdsourcing.Type: journal articleJournal: California Management ReviewVolume: 60Issue: 2Scopus© Citations 94 -
PublicationAn Empirical Taxonomy of Crowdsourcing Intermediaries(Academy of Management, 2016)
;Durward, David ;Zogaj, ShkodranCrowdsourcing has drawn much attention from researchers in the past. Thus, there are already attempts to conceptualize and classify the phenomenon. All of the existing work has their merits; however they lack an overviewing perspective or meta-characteristic. They are conceptual in nature, lack theoretical grounding, and – most importantly – are not empirically validated. Hence, we develop an empirical taxonomy of crowdsourcing intermediaries embedded in the theory of two-sided markets. Collecting data from 100 intermediaries and performing cluster analysis, we identify five archetypes of crowdsourcing intermediaries: Micro-tasking, knowledge work, design competition, testing and validation as well as innovation. The taxonomy establishes a systematic and comprehensive overview of crowdsourcing intermediaries and thereby provides a better understanding of the basic types of crowdsourcing and its core functions. For practice, we provide decision support for crowdsourcers as well as crowdsourcees on which platform to be active on.Type: conference paper -
PublicationNew Forms of Employment And IT - Crowdsourcing( 2015)
;Zogaj, ShkodranDurward, DavidCrowdsourcing has emerged as new pattern of digitally mediated collaboration. It refers to the outsourcing of certain tasks to an undefined mass of people through an open call. In a crowdsourcing model is always the role of the client; we call crowdsourcer, and the role of undefined contractors, the crowdsourcees or crowdworker. This novel socio-technical arrangement changes the organization of work as well as its general nature and is gaining popularity in recent years. Companies can apply crowdsourcing along their entire value chain and give almost any task to the crowd. These tasks can be roughly divided into three categories (crowdvoting, crowdfunding, crowdcreation) depending on the effort of the crowdworkers. Crowdsourcing differs from existing coordination mechanisms and occurs in an internal and an external form. Whereas external crowdsourcing describes the outsourcing of tasks beyond the company's boundaries through an intermediary, the internal form can be observed by the example of IBM, which uses their own globally distributed workforce as a crowd. While the internal crowdworker as employees retain their participation as well as protection rights and benefit from collective regulations, external crowdsourcing lacks in similar arrangements. Nevertheless, we recognize several motivations of crowdworkers to participate in crowdsourcing initiatives. Besides the monetary compensation, there are other extrinsic and intrinsic motives like social exchange or fun working in the crowd. In general, companies using crowdsourcing benefit from the access to a large pool of knowledge and expertise but also facing risks of losing control or the outflow of internal know-how. Similarly, the individual crowdworkers have advantages in a higher self-determination as well as flexibility and new employment opportunities. However, there are also risks for the crowdworkers, which are based in monotonous work processes, lower rewards or the lack of a legal framework. Hence, there are major challenges in the implementation of crowdsourcing and that is why further research is essential. On the one hand the impact of crowdsourcing on the workforce and changes in work organization should be on the research agenda. On the other hand further research must seek to ensure fair working conditions, because crowdsourcing sustainably changes the nature of work and the availability of labor. It leads to technical, organizational, juristic and social challenges but also opens up chances in new business models and services.Type: conference paper -
PublicationNew Forms of Employment and IT: Crowdsourcing(Kluwer Law International BV, The Netherlands, 2016)
;Zogaj, Shkodran ;Durward, David ;Blanpain, Roger ;Hendrickx, FrankWaas, BerndNew Forms of Employment in Europe sheds light on policy options for policymakers and practitioners on the position regarding new forms of employment in EU Member States and other European countries. In recent years, new forms of employment have been on the rise all over Europe. The ‘full-time job’ is now no longer an option for many people seeking employment. It has been replaced by an ever-expanding plethora of ‘atypical’ employment relationships designed by employers to streamline their operations and/or take advantage of Information and Communications Technology (ICT). Numerous labour law issues arise, demanding urgent attention. How should law and policy best address these challenges? This timely book explores this contentious topic in depth, presenting ten penetrating chapters on aspects of the topic by leading European labour law authorities followed by reports on new forms of employment in thirty-five European countries.Type: book sectionVolume: New Forms of Employment in EuropeIssue: 94 -
PublicationType: book section
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PublicationType: book sectionVolume: 1. Aufl.
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PublicationCrowdsourcing und Crowd Work - Neue Formen digitaler Arbeit(Verlag aw&I Wissenschaft und Praxis, 2015)
;Zogaj, Shkodran ;Durward, DavidBullinger, Angelika C.Type: book section -
PublicationNeue Geschäftsfelder durch Crowdsourcing: Crowd-basierte Start-ups als Arbeitsmodell der Zukunft(Campus Verlag, 2015)
;Zogaj, Shkodran ;Durward, David ;Bretschneider, Ulrich ;Hoffmann, RainerClaudia, BogedanType: book sectionVolume: 1. Aufl., neue Ausg. -
PublicationCrowdsourcing und Crowd Work - ein Zukunftsmodell der IT-gestützten Arbeitsorganisation?(Springer Berlin Heidelberg, 2014)
;Zogaj, ShkodranHess, ThomasType: book section