Why Individuals Participate in Micro-task Crowdsourcing Work Environment: Revealing Crowdworkers' Perceptions

2016 | Journal of the Association for Information Systems | Citations: 0

Authors: Xuefei (Nancy) Deng; Joshi, K. D.

Abstract: Advancements in Internet and digital technologies have enabled a new work form o ... Expand

Abstract: Advancements in Internet and digital technologies have enabled a new work form of open sourcing, which we refer to as the crowdsourcing work environment (CSWE). This new form of work has the potential to disrupt and transform the nature of traditional work. However, our understanding of this new work form is still in its incipient stage. To enhance our understanding, this study captures crowdworkers' perceptions to explore the characteristics of the crowdworkers, crowdsourcing jobs, and the crowdwork environment that collectively drive the crowdworkers to participate in open source work. Guided by the job characteristic theory and work value perspectives, we used the revealed causal mapping method to analyze narratives by 55 crowdworkers registered on Amazon Mechanical Turk (MTurk). Our data analysis uncovered nine main constructs, 22 key concepts, and 815 causal-effect linkages surrounding CSWE that could guide our theoretical understanding of this emerging phenomenon. Individual needs and the crowdwork context emerged as the major factors motivating individuals' initial participation in CSWE, but we found crowdsourcing task characteristics (e.g., job autonomy, task variety, task significance, task instruction, and task compensation) and a digitally enabled environment (e.g., system affordance and MTurk governance) to shape crowdworkers' continued participation in CSWE. The findings suggest several promising research streams, including the psychological factors (i.e., personal growth needs and work values) and social outcomes (i.e., empowerment or exploitation of crowdworkers) for examining the psychology and sociology of crowdsourcing work. Collapse

Topics: crowdsourcing affordance internet technology open source decision making

Methods: survey design theory design artifact personal interview design science

Theories: theory of affordance job characteristics theory

The Sharing Economy: Friend or Foe?

2015 | International Conference on Information Systems | Citations: 9

Authors: Avital, Michel; Carroll, John M; Hjalmarsson, Anders; Levina, Natalia; Malhotra, Arvind; Sundararajan, Arun

Abstract: The sharing economy is spreading rapidly worldwide in a number of industries and ... Expand

Abstract: The sharing economy is spreading rapidly worldwide in a number of industries and markets. The disruptive nature of this phenomenon has drawn mixed responses ranging from active conflict to adoption and assimilation. Yet, in spite of the growing attention to the sharing economy, we still do not know much about it. With the abundant enthusiasm about the benefits that the sharing economy can unleash and the weekly reminders about its dark side, further examination is required to determine the potential of the sharing economy while mitigating its undesirable side effects. The panel will join the ongoing debate about the sharing economy and contribute to the discourse with insights about how digital technologies are critical in shaping this turbulent ecosystem. Furthermore, we will define an agenda for future research on the sharing economy as it becomes part of the mainstream society as well as part of the IS research repertoire. Collapse

Topics: sharing platform IS discipline open innovation information systems strategy peer-to-peer model

How do firms influence open source software communities? A framework and empirical analysis of different governance modes

2015 | Information and Organization | Citations: 9

Authors: Schaarschmidt, Mario; Walsh, Gianfranco; von Kortzfleisch, Harald F. O.

Abstract: This paper explores how software firms can apply different types of governance a ... Expand

Abstract: This paper explores how software firms can apply different types of governance approaches to open source software development projects (OSSDPs) and draws on control theory to propose that firms may influence OSSDPs by employing either leadership or resource deployment control. A matrix differentiating four types of OSSDPs: firm- versus community-initiated projects and one participating firm (single-vendor projects) versus many firms (multivendor projects), and accompanying hypotheses regarding a firm's participation for each type are developed. Using data from 83 Eclipse projects to test the hypotheses, findings indicate that (1) firms more actively employ both leadership and resource deployment in firm-initiated projects than in community-initiated ones and (2) firms are more likely to use resource deployment control over leadership control in multivendor projects. Key theoretical and managerial implications are discussed. Collapse

Topics: business model user interface open source usability task programmability

Methods: statistical hypothesis test multivariate analysis of variance logistic regression Wald test descriptive statistic

Theories: control theory transaction cost economics

The IT Compensation Challenge: Theorizing the Balance Among Multi-Level Internal and External Uncertainties

2014 | Journal of the Association for Information Systems | Citations: 0

Authors: Chingning Wang; Kaarst-Brown, Michelle L.

Abstract: Attracting, motivating, and retaining Information Technology (IT) professionals ... Expand

Abstract: Attracting, motivating, and retaining Information Technology (IT) professionals has proven to be an ongoing challenge, regardless of the era in question. On average, almost two-thirds of the IT operating budget goes to staffing expenses, with managers and human resources experts struggling to balance IT compensation decisions with the uncertainties their organizations face. While there are many compensation studies that provide descriptive evidence using institutional variables, we lack a comprehensive IT compensation model that explores explanations for IT compensation decision factors from the angle of reducing IT-related uncertainties. This paper integrates concepts from traditional compensation literature, the role of non-monetary rewards, and a multi-level view of factors that influence IT compensation decisions. The use of multi-level factors is supported by traditional agency theory perspectives of compensation, and by contingency theory that looks at external and internal (organizational) contingencies. An interesting result of our analysis is that agency and contingency perspectives of risk provide insights on when fixed or variable pay plans may be more beneficial to the organization. There may be conditions when risk is logically lower, but overall IT compensation amounts will be higher. In particular, our paper proposes that IT compensation can be a viable IT governance mechanism in high-risk conditions when effective monitoring and performance measurement are less attainable, such as in outsourcing situations. Collapse

Topics: IT workforce outsourcing human resource management IT career decision making

Methods: theory development descriptive statistic

Theories: contingency theory agency theory lemon market theory

Contractual Provisions to Mitigate Holdup: Evidence from Information Technology Outsourcing

2010 | Information Systems Research | Citations: 97

Authors: Susarla, Anjana; Subramanyam, Ramanath; Karhade, Prasanna

Abstract: The complexity and scope of outsourced information technology (IT) demands relat ... Expand

Abstract: The complexity and scope of outsourced information technology (IT) demands relationship-specific investments from vendors, which, when combined with contract incompleteness, may result in underinvestment and inefficient bargaining, referred to as the holdup problem. Using a unique data set of over 100 IT outsourcing contracts, we examine whether contract extensiveness, i.e., the extent to which firms and vendors can foresee contingencies when designing contracts for outsourced IT services, can alleviate holdup. While extensively detailed contracts are likely to include a greater breadth of activities outsourced to a vendor, task complexity makes it difficult to draft extensive contracts. Furthermore, extensive contracts may still be incomplete with respect to enforcement. We then examine the role of nonprice contractual provisions, contract duration, and extendibility terms, which give firms an option to extend the contract to limit the likelihood of holdup. We also validate the ex post efficiency of contract design choices by examining renewals of contracting agreements. Collapse

Topics: outsourcing task complexity database system systems development organizational transformation

Methods: probit regression logarithmic transformation descriptive statistic LexisNexis statistical hypothesis test

The impact of process standardization on business process outsourcing success

2008 | Information Systems Frontiers | Citations: 38

Authors: Wüllenweber, Kim; Beimborn, Daniel; Weitzel, Tim; König, Wolfgang

Abstract: What is the impact of business process standardization on business process outso ... Expand

Abstract: What is the impact of business process standardization on business process outsourcing (BPO) success? This paper argues that there is a direct impact of process standardization on BPO success, due to production cost economies, and also an indirect effect via improved contractual and relational governance resulting from better monitoring opportunities and facilitated communication and coordination. This threefold impact of standardization on BPO success is empirically confirmed using data from 335 BPO ventures in 215 German banks. Collapse

Topics: outsourcing business process management task programmability organizational impact economies of scale

Methods: survey partial least squares regression descriptive statistic PLS tool cross sectional research

Theories: social exchange theory transaction cost economics core competency theory organizational control theory organizational theory

An Agency Theory Analysis of Information Technology Project Success

2003 | Americas Conference on Information Systems | Citations: 1

Authors: Mahaney, Robert; Lederer, Albert

Abstract: Agency theory offers a potential explanation for the low success rate of informa ... Expand

Abstract: Agency theory offers a potential explanation for the low success rate of information technology (IT) projects. The theory suggests that appropriate monitoring and the use of incentives and rewards increases the likelihood of project success. A survey instrument was developed from previously used items and new items developed from structured interviews. Four hundred thirty project managers completed a Web-based survey. After analysis for reliability and validity, the data were used to test eight hypotheses related to IT project success. The study contributes to the understanding of IT project management by showing that contract type, monitoring, goal conflict, shirking, and privately-held information are multi-dimensional constructs and provides instruments for their measurement. It validates existing instruments for measuring task programmability and project success. It suggests that more outcome-based contracts, more monitoring, less shirking, and less misrepresentation of privately-held information lead to project success. Finally, it contradicts expectations that more goal conflict and more task programmability lead to more outcome-based contracts and that more outcome-based contracts lead to less monitoring. Collapse

Topics: IT project project management IT development project IT project management IT manager

Methods: survey qualitative interview SEM tool path analysis data transformation

Theories: agency theory

The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development

2003 | Journal of Management Information Systems | Citations: 74

Authors: Nidumolu, Sarma R.; Subramani, Mani R.

Abstract: The performance of firms in the software industry depends considerably on the qu ... Expand

Abstract: The performance of firms in the software industry depends considerably on the quality of their software development processes. Managing software development is a challenging task, as management controls needs to impose discipline and coordinate action to ensure goals are met while simultaneously incorporating autonomy to motivate software developers to be innovative and produce quality work. How should such firms manage software development projects so that their development processes are flexible and predictable--resulting in products that meet quality goals and that are delivered within budget and on time? The management literature suggests two approaches to control: the process approach and the structure approach. The process approach recommends control of activities through specifying methods (behavior control) and through specifying performance criteria (outcome control). In contrast, the structure approach recommends control through centrally devised standards for activities (standardization) and by the delegation of authority for decision-making (decentralization). This study synthesizes these two approaches to suggest that formal managerial control is exerted through a matrix of control comprising four modes: standardization of methods, standardization of performance criteria, decentralization of methods, and decentralization of performance criteria. We test the association of the modes of control with performance in a sample of 56 firms in the software industry in the United States. The results suggest that performance is enhanced by establishing uniform performance criteria across projects (standardization of performance criteria) while giving each project team the authority to make decisions with respect to methods (decentralization of methods). However, standardization of methods across all projects and decentralization of performance criteria by delegating the authority to make decisions about performance criteria to project teams were both not... Collapse

Topics: systems development competitive advantage marketing management system development method organizational control

Methods: survey data transformation SEM tool statistical hypothesis test exploratory factor analysis

Leadership behavior and business process reengineering (BPR) outcomes: An empirical analysis of 30 BPR projects

1999 | Information & Management | Citations: 20

Authors: Sutcliffe, Norma

Abstract: Lack of leadership is frequently a cause for the high failure rate of business p ... Expand

Abstract: Lack of leadership is frequently a cause for the high failure rate of business process reengineering (BPR) projects. According to many experts, BPR implementation requires a top-down, directive leadership style. Yet, it also requires the management of motivated, skilled, independent-thinking people doing non-programmable tasks for which a non-directive leadership style is most suited. This creates an inherent conflict for BPR leaders on choosing the appropriate style. Applying the leadership effectiveness framework, this study conducted an in-depth empirical analyses of the relationship between IS leadership behavior and BPR outcomes for 30 BPR projects. We found that successful BPR leaders use leadership styles that fit the type of task that needs to be done and the needs of the people that will perform the tasks. Also, successful BPR leaders balance their efforts between meeting the needs of the people doing the work and the needs of the work. The results provide guidelines for both leadership practice and empirical research. Collapse

Topics: task programmability IT leadership business process re-engineering task productivity

Methods: survey multiple regression theoretical contribution statistical hypothesis test descriptive statistic

Impact of Trust on IT Leadership Effectiveness in Business Process Reengineering (BPR): An Exploratory, Longitudinal Study

1999 | Americas Conference on Information Systems | Citations: 0

Authors: Sutcliffe, Norma

Abstract: A breakdown in leadership is one frequently cited reason for the high failure ra ... Expand

Abstract: A breakdown in leadership is one frequently cited reason for the high failure rate of business process reengineering (BPR) projects. Although past reports suggest that trust plays a key role in whether BPR projects succeed or fail, we lacked a theoretical framework that examines the relationships between trust, leadership effectiveness and BPR outcome. Using theories from the leadership and trust literature, this paper empirically assesses the impact of trust on leadership effectiveness over time. It looks at the evolution of eight BPR projects in a large multinational financial services firm. The study provides evidence that a lack of trust has a downward spiral effect that could result in BPR failure. Conversely, its presence has an upward spiral effect that could result in success. The results show that trust tends to diffuse in BPR projects. Collapse

Topics: task programmability

Methods: case study