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2020 | OriginalPaper | Chapter

4. Practice 2: Crowds Offering a Variety of Types of Knowledge Are More Innovative Than Crowds Suggesting More Ideas

Authors : Ann Majchrzak, Arvind Malhotra

Published in: Unleashing the Crowd

Publisher: Springer International Publishing

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Abstract

We coded the knowledge traces contributed by the crowds. We were looking for the presence of any of four different types of knowledge shared about the problem description and solutions: facts, examples, paradoxical objectives, and ideas for solving the problem. We found that innovative ideas were NOT preceded by a larger variety of ideas! Instead, innovative ideas were preceded by the crowd posting a greater variety of different knowledge TYPES. Thus, it is not simply diversity of opinions that matter, it is the diversity in how each member frames their knowledge when they are sharing it during the crowdsourcing.

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Footnotes
1
Porter, A. J., Tuertscher, P., & Huysman, M. (2018). Saving our oceans: Tackling grand challenges through crowdsourcing. In 34th European Group for Organizational Studies (EGOS) Colloquium: Surprise in and around Organizations: Journeys to the Unexpected. EGOS.
 
2
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3
Porter et al., p. 10
 
4
Porter et al. p. 24.
 
5
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6
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12
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13
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15
Jeppesen, L., & Lakhani, K. (2010). Marginality and problem-solving effectiveness in broadcast search. Organization Science, 21(5), 1016–1033.
 
16
Harrison, D., & Klein, K. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199–1228.
 
17
Echterhoff, G., Higgins, E., & Levine, J. (2009). Shared reality: Experiencing commonality with others’ inner states about the world. Perspectives on Psychological Science, 4(5), 496–521; Ensley, M., & Pearce, C. (2001). Shared cognition in top management teams: Implications for new venture performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 22(2), 145–160; Fiore, S. M., Salas, E., & Cannon-Bowers, J. A. (2001). Group dynamics and shared mental model development. In M. London (Ed.), How People Evaluate Others in Organizations, (pp. 309–336). Mahwah, NJ: Lawrence Erlbaum Associates; Hinds, P., & Mortensen, M. (2005). Understanding conflict in geographically distributed teams: the moderating effects of shared identity, shared context, and spontaneous communication. Organization Science, 16(3), 290–307; Lau, R., & Cobb, A. (2010). Understanding the connections between relationship conflict and performance: The intervening roles of trust and exchange. Journal of Organizational Behavior, 31(6), 898–917; Park, H. (2008). The effects of shared cognition on group satisfaction and performance: Politeness and efficiency in group interaction. Communication Research, 35(1), 88–108; Peterson, E., Mitchell, T., Thompson, L., & Burr, R. (2000). Collective efficacy and aspects of shared mental models as predictors of performance over time in work groups. Group Processes & Intergroup Relations, 3(3), 296–316; van Ginkel, W., & van Knippenberg, D. (2008). Group information elaboration and group decision making: The role of shared task representations. Organizational Behavior and Human Decision Processes, 105(1), 82–97.
 
18
Majchrzak, A., Jarvenpaa, S., & Hollingshead, A. (2007). Coordinating expertise among emergent groups responding to disasters. Organization Science, 18(1), 147–161.
 
19
Majchrzak, A., More, P., & Faraj, S. (2012). Transcending knowledge differences in cross-functional teams. Organization Science, 23(4), 951–970.
 
20
Harvey, S. (2014). Creative synthesis: exploring the process of extraordinary group creativity. Academy of Management. The Academy of Management Review, 39(3), 324–342.
 
21
Harrison, D., Price, K., & Bell, M. (1998). Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96–107; Mohammed, S., & Angell, L. C. (2004). Surface-and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), 1015–1039; Harrison, D., Price, K., Gavin, J., & Florey, A. (2002). Time, teams, and task performance: Changing effects of surface-and deep-level diversity on group functioning. The Academy of Management Journal, 45(5), 1029–1045; Phillips, K. W., & Loyd, D. L. (2006). When surface and deep-level diversity collide: The effects on dissenting group members. Organizational Behavior and Human Decision Processes, 99(2), 143–160.
 
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Metadata
Title
Practice 2: Crowds Offering a Variety of Types of Knowledge Are More Innovative Than Crowds Suggesting More Ideas
Authors
Ann Majchrzak
Arvind Malhotra
Copyright Year
2020
DOI
https://doi.org/10.1007/978-3-030-25557-2_4