Towards understanding the process of tournament crowdsourcing:the value co-creation perspective

Abstract

In the contemporary business environment, firms are increasingly moving from creating business value internally to co-creating business value with external stakeholders. Value cocreation refers to the process where a focal firm involves external stakeholders in its previously in-house performed business processes and interacts intensively with each other to create a stream of value. Tournament crowdsourcing, as an application of crowdsourcing, has become an emerging approach for firms to engage with external crowds in pursuit of business value. In the existing Information Systems literature, scholars’ understanding of valueco-creation and crowdsourcing is still at an explorative stage. The process of value co-creation and crowdsourcing have not been extensively studied. In this research, we adopt an interpretive approach and employ multiple-case designs to investigate the process of tournament crowdsourcing through the lens of value co-creation. The findings of this research contribute to the literature on crowdsourcing by 1) introducing the process framework which examines value-generating phases and value propositions from both the perspective of the focal entity and the crowd, 2) revealing the dynamic involvement of the crowd, the process from value creation to value co-creation, and the dynamic value stream, 3) identifying the combined usage of multiple systems and mechanisms for tournament crowdsourcing by contemporary platforms, and potential conflicts related to the governance of the platform,and 4) identifying phases and associated activities relevant to finding the right crowd members from the perspective of the focal entity during the process of tournament crowdsourcing. The findings of this research also contribute to the literature on value cocreation by 1) introducing a thorough definition of value co-creation, 2) conceptually and empirically enriching the most salient components in value co-creation, and 3) bringing in new insights into the value co-creation phenomenon by examining the context of tournament crowdsourcing. In practical terms, the findings of this research may inspire practitioners of generating better understanding about their roles in facilitating value co-creation, the strategic usage of systems and mechanisms, being aware of potential conflicts and finding the right crowd members when conducting tournament crowdsourcing initiatives.