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Published in: Information Systems and e-Business Management 4/2013

01-12-2013 | Original Article

A mechanism for supporting collective innovation: the open contract-based challenge

Authors: Alessandro Avenali, Cinzia Battistella, Giorgio Matteucci, Fabio Nonino

Published in: Information Systems and e-Business Management | Issue 4/2013

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Abstract

The paper proposes a multi-attribute combinatorial auction-based mechanism, called open contract mechanism (OCM), which allows an organization or an individual (seeker) to dynamically and simultaneously bargain the features of distinct innovation contracts with other organizations and individuals (solvers), in general collective innovation environments. In such contexts, a seeker does not possess specific skills and technical knowledge which are crucial for an innovation or for a part of a new product development project, while some solvers might be willing to provide their relevant know-how to the seeker. To induce collaboration between the seeker and solvers, voluntary and legally enforceable agreements need to be formulated, where a fair evaluation of the intellectual property rights of any party is guaranteed, and all technical and economic aspects are detailed. Therefore, OCM allows the seeker to involve solvers in defining a collection of open contract schemes, related to the supply of the required specific skills and technical knowledge. The solvers must submit offers in terms of contract versions of these contract schemes. In such a way, OCM aims at partially extracting from the solvers their multidimensional private information regarding economic and technical issues, in order to reduce the occurrences of pre- and post-contractual opportunistic behaviours.

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Appendix
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Footnotes
1
The term crowdsourcing has been coined for the first time in 2006 by Jeff Howe in the article “The Rise of Crowdsourcing” published by Wired Magazine. “Simply defined, crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call. This can take the form of peer-production (when the job is performed collaboratively), but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers.”
 
2
Details on the research methodology are discussed in the “Appendix”.
 
3
To prevent confusion, from now on we refer to the seeker as “he” and any solver as “she”.
 
4
For instance, the solver could be self-sufficient in supplying all these know-how items. Alternatively, she could be the leader of a coalition of enterprises, where she exploits the distinct skills of the coalition by coordinating the role of every enterprise in defining the coalition proposal for a single innovation contract. The goal of the coordination is to exploit scope economies and to share fairly the overall revenue (Raiffa 1982).
 
5
A relevant example is the case of the procurement of meals for 1,300,000 students in the Chilean public school system, which was awarded through a single round sealed-bid combinatorial auction. This improved the price-quality ratio of the meals and obtained estimated yearly savings of around US$40 million (Epstein et al. 2002).
 
6
In Avenali et al. (2010), the score of a bid of any solver does not take into account the bids of the solver’s opponents.
 
7
In Avenali et al. (2010), the proposed mechanism is less flexible as it requires the solver to explicitly indicate the overall price required for every contract of the same bid.
 
8
Open innovation platforms could provide a semantic engine to search for solvers on the basis of suitable rules. In the case that OCM is integrated into such a platform, OCM could exploit the semantic engine in order to select and signal to the seeker possible other solvers which are eligible to be invited to the challenge.
 
9
As proposed in Avenali and Bassanini (2007), the mechanism could be empowered by allowing solvers to play a certain number of waivers and/or loll bids. However, to simplify the illustration of the open contract mechanism process, we do not consider this possibility.
 
10
In essence, OCM prevents solvers from submitting new bids which are dominated by the currently stored bids.
 
11
To clarify the potential problem, let us consider the case where there are three contract schemes, each one simply consisting of producing and providing to the seeker a fixed quantity of items a, b, c at a negotiable price. Let us also asume that a solver l 1 is significantly interested in obtaining both contracts a and b (e.g. due to large economies of scope from producing the two items), a solver l 2 in both contracts b and c (again due to scope economies), and a solver l 3 only in contract c. At the first round, let l 1 require 1000 for contracts a and b, l 2 require 2000 for contracts b and c, and l 3 require 2000 for contracts c; the incompatibility between the bids of l 1 and l 2 allows the seeker to obtain exactly the required quantity of items a, b, c at a price equal to 3200. However, if free disposal is plausible, it would be more convenient for the seeker to accept twice the required quantity of b at a lower price 3000. Most likely, allowing a high number of rounds and/or a high number of bids which any solver can submit, solver l 2 would try to win by submitting also separate bids for contracts b and c, such as, for instance, 300 for b and 1900 for c; in such a case, the proposed version of OCM allows the seeker to obtain exactly the required quantity of items a, b, c at a price equal to 2900. Instead, if for some reason l 2 decides to not submit any separate bids for contracts b and c and free disposal can be assumed, then OCM should be enhanced to automatically accept twice the required quantity of b.
 
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Metadata
Title
A mechanism for supporting collective innovation: the open contract-based challenge
Authors
Alessandro Avenali
Cinzia Battistella
Giorgio Matteucci
Fabio Nonino
Publication date
01-12-2013
Publisher
Springer Berlin Heidelberg
Published in
Information Systems and e-Business Management / Issue 4/2013
Print ISSN: 1617-9846
Electronic ISSN: 1617-9854
DOI
https://doi.org/10.1007/s10257-012-0208-6

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