Search results for: extrinsic motivation
document Distributed Knowledge
A PhD dissertation, "Understanding Crowdsourcing" by Irma Borst sub-titled "Effects of Motivation and Rewards on Participation and Performance in Voluntary Online activities, was...
document Cloud Labor, Distributed Knowledge
They find that the extrinsic motivational categories (immediate payoffs, delayed payoffs, social motivation) have a strong effect on the time spent on the platform. For many workers, however,...
document Crowdfunding, Distributed Knowledge
In this paper, researchers report preliminary findings from a qualitative exploratory study of creators and funders on three popular crowdfunding platforms. In addition to anticipated extrinsic...
document Open Innovation
Here's how TopCoder Creates Individual Value
Intrinsic Values; Pride , Confidence , Relationships , Resilience , Knowledge
Extrinsic Values; Rating , Skill , Money , Opportunity
Crowd Creativity, Distributed Knowledge
Markus Steinhauser, co-founder and marketing & PR manager at Testbirds, a crowdtesting company, writes in to describe the results of a survey that the platform sent out to its crowd workers about motivational factors.
The findings confirm that: there are two major groups of individuals that crowdfund; more people engage for intrinsic reasons than might be expected; frequency and amount are reflected in...
Organizations implement crowdsourcing applications in the hopes that the participation of an online community — a crowd — results in the design of goods or the solving of problems for the organization. Thus, it is important to understand how and why individuals in the crowd participate in these arrangements in order to maximize the crowd’s abilities. Crowds participate in crowdsourcing willingly, and they are not always driven by the opportunity to make money in the process. An organization that understands what motivates its crowd to participate and fulfills these needs will sustain a productive crowdsourcing platform.
In the past few years, research has been conducted specifically on the crowds of some well-known crowdsourcing applications to determine what motivates them to participate. These findings indicate that crowds are motivated by a diverse set of extrinsic and intrinsic rewards, and individuals in the same crowd can be motivated for different reasons. Some common crowdsourcing motivators include the desire to earn money, to develop one’s creative skills, to network with other creative professionals, to build a portfolio for future employment, to challenge oneself to solve a tough problem, to pass the time when bored, to contribute to a large project for the common good, and to have fun.
Companies increasingly outsource activities to volunteers that they approach via an open call on the internet. The phenomenon is called ‘crowdsourcing’. For an effective use of crowdsourcing it...
Articles on crowdsourcing seem to spread one message: every firm should use the ‘power of the mass’ by tapping into a global pool of online voluntary resources. I do not deny that crowdsourcing is a beneficial concept to a number of firms, but there is also a different story to tell. I have observed that little or no attention has been paid to the drawbacks of crowdsourcing. These disadvantages result in unexpected costs that have the potential to wipe out some or all of the benefits of crowdsourcing.
In the first part of this article I describe which types of crowdsourcing currently exist and the benefits of crowdsourcing. In the second part (published tomorrow), I explore some of the drawbacks of crowdsourcing.
In the first part of this article I described which types of crowdsourcing currently exist and the benefits of crowdsourcing. In part two, I now explore some of the drawbacks of crowdsourcing.
There are a number of key issues to consider when conducting a crowdsourcing project that have the potential to materially impact the outcome. The potential drawbacks of crowdsourcing often stem from the fact that in crowdsourcing initiatives, online volunteers instead of companies own staff members are executing the work. The use of ‘outside’ workers can present some challenges which I'm going to explore accross the following areas to highlight the potential drawbacks of working with crowds.
Cloud Labor, Distributed Knowledge, Tools
Luis von Ahn wants to translate the web — all of it. To call him ambitious is an understatement. In a TED Talk that was originally uploaded to YouTube in April 2011, von Ahn introduced Duolingo, a crowdsourced translation project, and boldly proclaimed that with one million users, the site could help to convert the entirety of Wikipedia into Spanish in 80 hours. Free of charge. Even with a slightly more modest prediction of 100,000 users, the task would be completed within five weeks. What von Ahn, an entrepreneur and computer science professor at Carnegie Mellon, was proposing, and what Duolingo is now beginning to offer in a private beta, is a crowdsourced translation service that provides every volunteer with a service of their own. What he envisions is a tool that will not just revolutionize the Internet, but education itself.
Cloud Labor, Crowd Creativity, Open Innovation
Every day, people face thousands of choices on how to spend their time on the web. Given the huge amount of options that people have to allocate their time, why do a growing number of people participate on crowdsourcing sites?
Crowd Creativity, Distributed Knowledge
We recently reached out to Guy White, managing director at Catalyx, to find out more about his company and about his thoughts on the crowdsourcing space more generally. After the jump: the second half of his response, which focuses on the crowdsourcing industry; the first half (focused more on Catalyx) was up yesterday.
In this empirical study, the researchers used a dataset from Atizo, containing over 25’000 submitted ideas and over 83’000 ratings to evaluate the validity of their model. Research findings showed...