- Tapa blanda: 176 páginas
- Editor: The Mit Press (1 de junio de 2013)
- Colección: Crowdsourcing
- Idioma: Inglés
- ISBN-10: 0262518473
- ISBN-13: 978-0262518475
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº144.739 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Crowdsourcing (Inglés) Tapa blanda – jun 2013
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Descripción del producto
For me -- as someone infinitely interested in online human and computer interaction -- Crowdsourcing is an essential addition to the body of knowledge in this field. -- Angela Anima-Korang * International Journal of Communication * By spending a few hours reading Crowdsourcing, one can develop a solid understanding of crowdsourcing's origin, its current status and its future applications and potential research paths, making the book well worth its price. * Genetic Programming and Evolvable Machines *
Reseña del editor
A concise introduction to crowdsourcing that goes beyond social media buzzwords to explain what crowdsourcing really is and how it works. Ever since the term "crowdsourcing" was coined in 2006 by Wired writer Jeff Howe, group activities ranging from the creation of the Oxford English Dictionary to the choosing of new colors for M&Ms have been labeled with this most buzz-generating of media buzzwords. In this accessible but authoritative account, grounded in the empirical literature, Daren Brabham explains what crowdsourcing is, what it is not, and how it works. Crowdsourcing, Brabham tells us, is an online, distributed problem solving and production model that leverages the collective intelligence of online communities for specific purposes set forth by a crowdsourcing organization -- corporate, government, or volunteer. Uniquely, it combines a bottom-up, open, creative process with top-down organizational goals. Crowdsourcing is not open source production, which lacks the top-down component; it is not a market research survey that offers participants a short list of choices; and it is qualitatively different from predigital open innovation and collaborative production processes, which lacked the speed, reach, rich capability, and lowered barriers to entry enabled by the Internet. Brabham describes the intellectual roots of the idea of crowdsourcing in such concepts as collective intelligence, the wisdom of crowds, and distributed computing. He surveys the major issues in crowdsourcing, including crowd motivation, the misconception of the amateur participant, crowdfunding, and the danger of "crowdsploitation" of volunteer labor, citing real-world examples from Threadless, InnoCentive, and other organizations. And he considers the future of crowdsourcing in both theory and practice, describing its possible roles in journalism, governance, national security, and science and health.Ver Descripción del producto
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It is just too shallow. It is kind of "quick and dirty". Some interesting and good coverage.
Threadless is a T-shirt company which uses crowdsourcing for product ideas. Doritos sponsors a contest where crowd members develop TV ads for the brand; the winner is aired during the Super Bowl. Peer-to-Patent was a pilot project in which the crowd reviewed patent applications to help the US Patent and Trademark Office identify “prior art.”
A benefit of crowdsourcing is that “outsiders can bring fresh insights to internal problems… A statistical analysis of the InnoCentive service… found that the Solver community was able to solve 29 percent of the problems that the Seekers—all large companies with internal labs and researchers—posted after they were unable to solve these problems internally. Moreover… Solvers on the margins of a disciplinary domain—outsiders to a give problem’s domain of specialty—performed better at solving the problem.”
Another benefit of crowdsourcing is that it can reduce risk. Threadless T-shirt designs and Doritos’ Super Bowl ad use a “peer-vetted creative-production approach… Because the crowd is the eventual user of the product, media content, or space, they are empowered to select the best ideas.”
The author writes about what motivates people to participate in crowdsourcing. Managerial commitment is important. In other words, the community members must feel confident their efforts are taken seriously by the organization. Additionally, Brabham writes about intrinsic motivators (e.g. enjoyment) and extrinsic motivators (e.g. financial rewards). The findings seem to vary depending on the community. “A study on Amazon Mechanical Turk… found that intrinsic motivators generate a higher quality of work from crowds than extrinsic motivators did… many of the most active Turkers average only $2 per hour.” Conversely, “at iStockphoto.com, a stock photography and illustration outsourcing company, I found that the opportunity to earn money and the opportunity to develop one’s creative skills trumped the desire to network with friends and other creative people and outranked other altruistic motivations.”
Brabham’s definition of crowdsourcing excludes endeavors where the “locus of control” lies within either the community or the organization, rather than in between. “In Wikipedia or open-source software projects, the crowd is self-governing and provides its own strategic goals, and the organization is merely incidental to the work of the crowd.” In a campaign where consumers are invited to vote for the next flavor, control resides with the marketer and “the crowd becomes a mere pawn in the organization’s overall goals.” Crowdfunding also does not fit the definition.
In the last chapter Brabham speculates on future trends in crowdsourcing.