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The purpose of this paper is to study how the online temporary crowd shares knowledge in a way that fosters the integration of their diverse knowledge. Having the crowd integrate its knowledge to offer solution-ideas to ill-structured problems posed by organizations is one of the desired outcomes of crowd-based open innovation because, by integrating others’ knowledge, the ideas are more likely to consider the many divergent issues related to solving the ill-structured problem. Unfortunately, the diversity of knowledge content offered by heterogeneous specialists in the online temporary crowd makes integration difficult, and the lean social context of the crowd makes extensive dialogue to resolve integration issues impractical. The authors address this issue by exploring theoretically how the manner in which interaction is organically conducted during open innovation challenges enables the generation of integrative ideas. The authors hypothesize that, as online crowds organically share knowledge based upon successful pro-socially motivated interaction, they become more productive in generating integrative ideas.

Using a multilevel mixed-effects model, this paper analyzed 2,244 posts embedded in 747 threads with 214 integrative ideas taken from 10 open innovation challenges.

Integrative ideas were more likely to occur after pro-socially motivated interactions.

Ideas that integrate knowledge about the variety of issues that relate to solving an ill-structured problem are desired outcomes of crowd-based open innovation challenges. Given that members of the crowd in open innovation challenges rarely engage in dialogue, a new theory is needed to explain why integrative ideas emerge at all. The authors’ adaptation of pro-social motivation interaction theory helps to provide such a theoretical explanation. Practitioners of crowd-based open innovation should endeavor to implement systems that encourage the crowd members to maintain a high level of activeness in pro-socially motivated interaction to ensure that their knowledge is integrated as solutions are generated.

The present study extends the crowd-based open innovation literature by identifying new forms of social interaction that foster more integrated ideas from the crowd, suggesting the mitigating role of pro-socially motivated interaction in the negative relationship between knowledge diversity and knowledge integration. This study fills in the research gap in knowledge management research describing a need for conceptual frameworks explaining how to manage the increasing complexity of knowledge in the context of crowd-based collaboration for innovation.

The purpose of this study is to offer implications and future research directions related to new organizational forms like crowds. Organizations are increasingly relying on online crowds to innovate through mechanisms such as crowdsourcing, open innovation, innovation challenges and tournaments. To leverage the "wisdom of crowds", crowdsourcing platforms that enable heterogeneous knowledge sharing in crowds lead to novel solution generation by individuals in the crowd. Based on the associative variety memory model of creativity, the authors hypothesize that when a crowd contributes a heterogeneous knowledge in form of a variety of knowledge associations, individual crowd members tend to generate solutions that are more novel. In contrast to the brainstorming view that focuses on ideas as knowledge, the authors propose, test, find and elaborate on implications of crowd sharing of heterogeneous knowledge for the generation of innovation, i.e. novel ideas. The authors coded and analyzed all the posts in 20 innovation challenges leveraging online temporary crowds that were structured to foster knowledge sharing as part of the idea generation process. The analysis shows a positive relationship between the variety of knowledge associations contributed by the crowd and the generation of novel solutions by individuals in the crowd. Further, the variety of knowledge associations contributed by the crowd has a stronger relationship with novel solution generation than the number of associations generated by the crowd, i.e. variety of knowledge has a greater impact than either the quantity of knowledge or the number of solution-ideas shared. The authors offer four implications and several future directions for research on the new organizational form of online crowds.

The authors coded and analyzed all the posts in 20 innovation challenges. They also designed and ran these challenges in collaboration with corporate sponsors. The ideas in the challenge were rated by senior executive at each company using a creative forecasting method.

The variety of knowledge associations contributed by the crowd has a stronger relationship with novel solution generation than the number of associations generated by the crowd, i.e. variety of knowledge has a greater impact than either the quantity of knowledge or the number of solution-ideas shared.

The authors offer four implications and several future directions for research on the new organizational form of online crowds.

The authors propose several ways in which companies running innovation challenges can moderate and encourage crowd to generate a variety of knowledge.

The authors believe that we are the first empirical paper to emphasize and show that associative variety of knowledge sharing in crowds has impact on novel idea generation by crowds. This view is counter to "electronic brainstorming" view where crowd is asked to just generate these ideas and often just submit their ideas to the sponsor. Their view also goes beyond knowledge refinement of ideas by crowds to more of knowledge integration by crowds.

This study aims to investigate the effects of project-level external knowledge search breadth and search depth on the innovation performance of open innovation (OI) projects in large firms; it further considers these effects mediated by two forms of control mechanisms (process and outcome control) when the level of project complexity and the two stages of a project – early (problem definition) and late (solution development) – are taken into account.

Based on a survey of 187 managers responsible for an OI project, the authors use theory on behavioral-based control mechanisms to explore whether the effect of external knowledge search breadth and depth on OI performance is contingent on having the right levels of control mechanisms in place.

The results showed that the control mechanism mediates the relationship between external knowledge search breadth and depth and OI project performance. Furthermore, project complexity is an important moderator of these effects, especially for outcome control.

A better OI project’s performance is not achieved by external knowledge search breadth and depth alone, but by building process and outcome control mechanism on it to balance knowledge sharing and protecting tension. Furthermore, Outcome control is only helpful with less complex OI projects.

For at least three decades, inter-organizational collaboration (IOC) has attracted scholarly attention and many studies have unveiled its inner dynamics. More recently, new phenomena have appeared in the changing landscape of IOC, affecting the way in which organizations are open to interact with, and rely upon, other actors that may be standalone entities as well as representatives of other organizations. These actors operate “betwixt and between” the organizational core and its external environment(s), populating a liminal space located at the organization’s boundary in which activities take place according to non-proprietary and non-employment logics. The authors focus on the forms of collaboration, which blur the lines between organizations, calling into question the fundamental label of crowd-focused IOCs. The authors consider two forms: crowd-open and crowd-based organizations. The authors show the organizational design impact of openness spans from the mere scalability associated with organizational growth to the phenomena of reshaping formalization and standardization of roles and processes, and self-organizing over time.

This paper aims to identify and articulate critical research issues in the emerging area of real‐time knowledge management (RT‐KM) in enterprises, in order to stimulate other researchers to further pursue them. The paper creates a framework around which it identifies and examines research issues and challenges that become salient and critical when knowledge sharing and creation need to happen in near real‐time. The framework is based on two drivers: increasing the requirements to plan for quickening the action‐learning loop in the enterprise, and increasing requirements in planning for emergence. The action‐learning loop is further articulated through the “observe, orient, decide, and act” (OODA) framework that is suited to sense‐and‐respond environments. Through the framework six sets of critical research challenges are identified around RT‐KM in enterprises: challenges around managing the quality of information in RT‐KM, challenges around improving the selective and intensive aspects of managerial attention in RT‐KM, challenges around making core business processes better suited to RT‐KM, challenges around integrating multiple distributed perspectives unpredictably in RT‐KM, challenges around developing heuristics in a way that allow real‐time emergence, and challenges around effectively capturing actions and learning for later reuse in RT‐KM. The issues and challenges identified are suggestive rather than exhaustive. Based on observations from real field case studies in industry, and driven by an industry need for better RT‐KM. This paper brings together the concepts of vigilant information systems, OODA loops, and emergence and applies them through a framework to identify research issues and challenges in this new emerging area of RT‐KM.

This paper provides an insight into how companies faced with hypercompetitive environments are leveraging their globally dispersed knowledge resources through far‐flung teams. Far‐flung teams are virtual teams that are multi‐unit/multi‐organizational, multi‐functional, globally dispersed and conduct their interdependent activities mainly through electronic media with minimal or no face‐to‐face interactions. A multi‐phase multi‐method study of 55 successful far‐flung teams. The first phase followed a highly successful far‐flung team over a period of ten months. The second phase involved survey participation from members of several far‐flung teams in multiple companies across multiple industries. Distinct communication and knowledge sharing norms emerge in successfuly far‐flung teams. Four different types of IT support are required for task coordination, external connectivity, distributed cognition and interactivity. The communication and knowledge sharing norms that emerged can be used to test impact on failure/success of other far‐flung teams. The impact of each of the four disctinct types of IT support has to be taken into account when studying far‐flung teams. Teams have to achieve a strategic fit between task characteristics, team composition and information technology support to overcome the barriers to knowledge sharing and successful creation of new knowledge in extreme environments faced by far‐flung teams. This paper takes an extensive multi‐methodology empirical approach to exploring successful far‐flung teams. It provides a theoretical model for future research on far‐flung teams.

The purpose of this review is to systematically understand the development of enterprise social media (ESM) research, quantitatively analyze the landscape and track the development of ESM literature and reveal new trends and challenges in ESM research.

Based on 321 relevant literature studies (2005–2020) collected from the Web of Science core collection, the visualization tool CiteSpace is used to conduct bibliometric cocitation and cooccurrence analyses to quantify and visualize the landscape and evolution of ESM research.

Through analyzing the author cocitation network, document cocitation network, journal cocitation network and keywords cooccurrence network, this review proposes an integrated research framework, which highlights major purposes, antecedents and consequences of ESM use in organizations and presents future research trends of ESM research.

Different from the existing qualitative review of ESM, this review adopts bibliometric review to quantify and visualize the landscape of ESM research.

Firms increasingly rely on both external and internal crowdsourcing to capture ideas more broadly and enhance innovative problem-solving. Especially in internal crowdsourcing, knowledge sharing that contributes to develop or further the understanding of the problem the idea is focused on solving can take place between critical employees, and in that way improve ideas generated by others. This far, most crowdsourcing practices have focused on identifying solutions to proposed problems, whereas much less is known about how crowds can be used to share problem-related knowledge. There is thus an untapped potential in leveraging crowds not just to generate solution-oriented ideas but also to share knowledge to improve ideas and even to reframe problems. This paper aims to explore the effect of problem- and solution-related knowledge sharing in internal crowdsourcing for idea development.

Data on ideas and comments were collected from an idea management system in a Swedish multinational company. The investigation captures the influences of the problem- and solution-related knowledge sharing on ideas based on content analysis and logistic regression analysis.

The results from this study show that sharing knowledge related to solutions in idea development impacts idea acceptance positively, whereas sharing knowledge related to problems in idea development has a negative effect on the likelihood of idea acceptance and these effects of knowledge sharing are moderated by the active author responses.

This research provides managerial implications for firms to deliberately manage knowledge sharing in peer communities in internal crowdsourcing, especially by providing suggestions on problem reframing and solution refining for ideas.

The results contribute to existing theory in terms of extending the view of crowdsourcing in ideation to include how crowds contribute to the development of the problem and the solution during the development of ideas and providing new insights on knowledge sharing in internal crowdsourcing based on problem-solving theory.