ESTÁNDARES BÁSICOS DE COMPETENCIA EN TECNOLOGÍA E INFORMÁTICA

Within the literature analysis and synthesis (4), this section provides a categorization of scenarios for ECPs and discusses the categories and the corresponding literature in the subsections. Different categorizations from the literature are analyzed to iden- tify a relevant categorization. The following categorizations from related work are considered:

• Hetmank [65] divides enterprise crowdsourcing into seven areas: business pro- cess outsourcing, collective intelligence, commons-based, peer production, human- based computation, open innovation, and open source.

• Erickson et al. [44] divides enterprise crowdsourcing into five areas: productiv- ity, product/service innovation, marketing/branding, knowledge capture. • Tranquillini et al. [161] divides enterprise crowdsourcing into five areas: prod-

uct design, social marketing, idea management, e-democracy, human computa- tion.

• Vukovic [165] divides enterprise crowdsourcing into four areas: design and in- novation, development and testing, marketing and sales, support competition. The presented categorizations mainly refer to enterprise crowdsourcing concepts in general. Only some of the categories reflect specific scenarios within ECPs, e.g., prod- uct design and idea management of Erickson et al. [44] as well as the design and innova- tion, development and testing and marketing and sales categories of Vukovic [165]. Ana- lyzing and categorizing the identified literature showed that some of the work could not be categorized into a given category or provided very imbalanced categories. Therefore, an adapted categorization into specific scenarios leads to the provided categories given below.

• Productivity scenarios describe the transferring of tasks from daily work activ- ities of employees to an ECP. This range includes 12 of the 41 sources and is divided into further sub-categories:

– Software development scenarios describe tasks directly related to the devel-

opment of software in enterprises.

– Other productivity scenarios describe tasks of employees in enterprises,

which may be outsourced but do not fall into the other two categories. This includes activities related to the creation and editing of texts, presen- tations, etc., in an enterprise; for example, translating a text.

• Knowledge management scenarios describe tasks that deal with finding, creating, storing and making knowledge available in companies.

• Idea management scenarios include both the collection of ideas and suggestions for improvement and their specification. Ideas and suggestions can refer both to products and processes.

• General articles do not describe scenarios.

The distribution of the references to their corresponding category is given in Table3,

where only Hetmank [64] discusses scenarios from more than one category: produc-

tivity and knowledge management. The different categories and the scenarios of their according literature are discussed in detail in the following sections.

3.2.2.1 Scenarios of Productivity

Software development scenarios represent two thirds of the identified productivity sce- narios in the literature. Therefore, they are categorized into their own sub-category, besides other productivity scenarios. When it comes to software development, especially when crowdsourcing programming tasks, there are peculiarities that must be consid-

Table 3: Categorization of the reviewed literature.

category sum references

Productivity Software Development 8 [40], [78], [79], [100], [138], [139], [152], [157] Other 4 [36], [59], [64], [156]

Knowledge Management 11 [_[17064], [_{], [}102₁₇₁], [_{], [}165₁₇₂], [_{], [}167₁₇₃], [_{], [}168₁₇₈], [_] 169], Idea Management 4 [84], [150], [151], [158]

General 15 [_[6₉₁], [_{], [}9], [_{92], [}10₁₂₃], [43_{], [}], [₁₅₉44_{], [}], [₁₆₀65], [_{], [}66₁₆₆], [_{], [}67₁₉₁], _]

ered when designing ECPs. Software is usually divided into different modules and these into smaller units, such as classes and methods. Therefore, it is essential that the tasks can be split into smaller subtasks, although the integration of the individual parts must also be taken into account [139].

A second essential point in software development are the skills and characteristics that are necessary to solve the tasks. This includes, for example, the mastery of a specific programming language, as well as the level of experience [79]. For a better selection of possible crowd workers, the properties and skills required for the task should be recorded as attributes and then compared with the profiles of the crowd workers. This requires well-structured crowd management.

Crowd workers also need access to the necessary tools and systems required for the completion of software development tasks. Access can either be provided with the task as a prerequisite, or is granted to the employer after the assignment deci- sion. After the task has been carried out by a crowd worker, the required quality must be ensured, and integration into the overall project must be carried out. Qual- ity assurance is an essential component of the system and can also be carried out automatically through tests. In addition to pure development, software testing is also classified under this category of crowdsourcing, as it is a part of the software development process.

The second subs-category of productivity scenarios consists of other productivity related tasks can be outsourced to ECPs. One example scenario is the translation of texts that is described by Stewart et al. [156]. Some scenarios also describe where enterprise crowdsourcing was used to determine the location of objects, to convert speech to text and to cluster and label data.

3.2.2.2 Scenarios of Knowledge Management

For scenarios of knowledge management, it is essentially a matter of collecting, main- taining and making available the existing knowledge within a company. In this area, Vukovic and Bartolini [166] and Vukovic and Das [167] describe the possibility of cap- turing this knowledge with a campaign via an ECP. To this end, the initial definition

is made of what the campaign is to cover, and individual questions are then formu- lated, which query the information to be collected. These individual questions are then compiled by the client into a questionnaire. Before the questions are assigned to the crowd, the experts who have the required information must be identified, and the questionnaire is then assigned to them. If the questions cannot be answered com- pletely, the task can be delegated. After the questionnaires have been completed by the experts in the crowd, the information collected is combined and evaluated. In or- der to guarantee a sufficient quality of the contributions, it is necessary to establish a quality assurance process. For this task Vukovic and Das [167] describe a specific workflow, which allows the integration of quality assurance into the platform. 3.2.2.3 Scenarios of Idea Management

Scenarios of idea management involve finding and substantiating ideas for new prod- ucts, improving existing processes or optimizing them. This kind of enterprise crowd- sourcing usually follows the assignment strategy campaign, where everyone in the crowd can submit his or her ideas. For such tasks, it is essential to address the right crowd. Therefore, there exist different possibilities of opening the internal crowd to external contributors. In general, a larger crowd is considered beneficial to generate more ideas. However, there may also be reasons to restrict and limit the crowd to internal employees if necessary. This is particularly the case if trust is a necessary prerequisite for finding an idea, for example, if the information is confidential or the campaign is not to be communicated externally. However, the number of ideas submitted is severely limited due to the limited number of employees. Therefore, the definition of the crowd is the core element in idea management scenarios and must be adapted to the respective situation so that the results are satisfactory [151,158]. 3.2.2.4 General Sources in Enterprise Crowdsourcing Literature

Besides the articles that discuss scenarios of productivity, knowledge management,

and idea management, the categorization in Table 3 also includes articles that do

not discuss specific scenarios. These articles provide a meaningful contribution to the research area, by discussing the design of ECPs and the management of crowd- sourcing projects, processes, and communities, without discussing or deriving their findings directly from application scenarios, but from rather general assumptions. These articles contribute to the following discussion about the elements of enterprise crowdsourcing.