DESCRIPCIÓN DE LOS RESULTADOS – PERTINENCIA DEL PLAN DE TRABAJO

The examined literature describes additional elements, instruments, and manage-

ment systems, not considered in the model of Hetmank [63] (Figure 7 on page 36)

since they depend very strongly on the application scenarios in their analysis. There-

fore, an extended model is provided in Figure8 and shortly described below, while

a detailed discussion of the extensions is given in the following sections. This ex- tended model provides a contribution to the definition of requirements (RG1) and provides the foundation for the later specification of task assignment strategies (RG2) in Section3.4.

Depending on the previous discussions, the following components are added in the extended enterprise crowdsourcing model. The community management function is considered a significant extension to the user management. The decomposition and composition functions are essential for active management of tasks and is split between the task management and contribution management components. The in- centive/compensation management component plays a critical role in enterprise crowd- sourcing and provides interfaces towards all other major components.

3.2.5.1 Community Management on ECPs

The literature describes the community management as a general requirement for the success of ECPs. This instrument enables users to exchange valuable information

and support each other when working on tasks [156]. In community management,

the needs of the community, in particular, are addressed and analyzed. The goal is to increase the number of participants and keep them on the platform. The feedback from a lively community also serves as a great motivational factor for many workers

[167]. The community management is considered as a part of the user management

in the presented extended model Figure8.

3.2.5.2 Task Decomposition and Composition on ECPs

The decomposition and composition of tasks provide necessary functions, in order to divide complex and extensive tasks into subtasks and to integrate their results into a combined contribution. It enables the crowd to find the decision of how to decompose and newly distribute tasks on its own. In their crowdsourcing governance

Figure 8: Extended Model of an ECP Based on the Literature Review [142].

model, Zogaj et al. [190] include this as “task modularization.” Decomposition can be done manually or by an algorithm. Their software offers the structure to perform a mechanical decomposition and composition in order to allocate the development into smaller work packages, distribute them for processing and then reassemble them. However, it is necessary to prevent that individual workers only decompose tasks (delegation factories), while others only solve such tasks (delegation sinks). This leads to unbalanced resource utilization [139].

This instrument is mainly related to the task management system, as it profoundly affects the creation and distribution of tasks when decomposing them. On the other side, the composition of tasks is mainly related to the contribution management. For a decomposed task to provide a complete and meaningful solution, the distributed parts have to be composed back together into a single contribution. Therefore, the

extended model as presented in Figure8considers the task decomposition as a func-

tion of the task management component, while the task composition is considered as a function of the contribution management.

3.2.5.3 Incentive/Compensation Management on ECPs

Most of the literature argues, that the motivation of workers is a driving factor for the success of crowdsourcing platforms [51,83]. The design of the compensation and

incentive system is a vital matter in ECP since the workers are already compensated for their working time.

In addition to compensation, the chances for personal development of a worker can be motivating for the execution of the tasks. By performing tasks, new skills can be acquired, or existing ones can be deepened that enhance the employee’s profile [10,23,92]. Especially in task management, the motivation of the employees should be considered to determine the choice of the incentive mechanism and the amount of compensation.

There can be a wide variety of motivations that must be taken into account by the incentive system. Guy et al. [59] identify three different motivators for a crowd by analyzing a survey with users on an ECP using gamification. First, changing the context of everyday activities; second, expanding knowledge and skills; and third, as an addition to everyday activities.

Besides compensation and personal development, there are many more motivators identified in the literature, which depend on the focused scenario and are subject to individual preference. Kaufmann et al. [83] divides the motivators into intrinsic and extrinsic motivation. Enjoyment-based motivation and community-based motivation are considered intrinsic, while payment, personal development and social motivation are considered extrinsic factors.

The success of every single task, as well as the success of the ECP in general, de- pends on whether a motivated workforce can be established. The motivation is what drives the user to select a task and provide its contribution. Therefore, the incentive and compensation management is considered to be related and of great importance for the modules of user management, task management, and contribution management. The motivation of each worker has to be evaluated by the compensation management component, which therefore includes an interface towards the user management, the evaluate motivation function. Depending on many factors, e.g. the task assignment strategy, a suitable compensation system has to be chosen when creating or decom- posing tasks. The define compensation system function is therefore closely related to the task management. Depending on the provided contribution for a task, the compensa- tion management provides the compensation to the worker. Therefore, the function manage compensations provides the interface towards the contribution management component.

The provided extended model concludes the structured literature review. This model is used as a basis of the concept for ECPs presented later. The categoriza- tion provided and the scenarios identified serve as a basis for the expert interviews and the respective qualitative study presented in the next section.