Skip to main content
SpringerLink
Log in

Practice 4: Reconstructing Needs for Creative Associations

  • Chapter
  • First Online:
Unleashing the Crowd

  • 672 Accesses

Abstract

In this chapter, we examine the participants’ behaviors during a crowdsourcing event undertaken by a managed health-care insurance company. The executives conducted an internal crowdsourcing event to solicit from the claims professionals innovative ways to service customers. We found that those posts initially offering a specific need coupled with a specific solution garnered the most attention by participants, but did not necessarily lead to innovative solutions. What led to innovative solutions were participants peeling away the need, then reconstructing the need into a creative association only tangentially related to the initial need. Thus, innovation in crowds does not emerge from simply listing requirements for the solution, but rather, from needs being creatively reconstructed to inspire others to think of new solutions.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 29.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Used with permission of Optum.

  2. 2.

    Kesting, P., & Parm Ulhøi, J. (2010). Employee-driven innovation: Extending the license to foster innovation. Management Decision, 48(1), 65–84.

  3. 3.

    McKinsey Quarterly (2009). How companies are benefiting from Web 2.0: McKinsey global survey results. Business Technology Office (Accessed 12 September 2017). http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/how-companies-are-benefiting-from-web-20-mckinsey-global-survey-results.

  4. 4.

    Leonardi, P. M. (2014). Social media, knowledge sharing, and innovation: Toward a theory of communication visibility. Information Systems Research, 25(4), 810.

  5. 5.

    Kesting, P., & Parm Ulhøi, J. (2010). Employee-driven innovation: Extending the license to foster innovation. Management Decision, 48(1), 65–84; Majchrzak, A., & Malhotra, A. (2016). Effect of knowledge-sharing trajectories on innovative outcomes in temporary online crowds. Information Systems Research, 27(4), 685–703; Zuchowski, O., Posegga, O., Schlagwein, D., & Fischbach, K. (2016). Internal crowdsourcing: Conceptual framework, structured review, and research agenda. Journal of Information Technology, 31(2), 166–84; Bishop, L., Levine, D.I., 1999. Computer-mediated communication as employee voice: a case study. Industrial & Labor Relations Review 52(2), 217.

  6. 6.

    E.g., Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states. Cambridge, MA: Harvard University Press; Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71–92.

  7. 7.

    Detert, J. R., Burris, E. R., Harrison, D. A., & Martin, S. R. (2013). Voice flows to and around leaders: Understanding when units are helped or hurt by employee voice. Administrative Science Quarterly, 58(4), 624–668; Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725.

  8. 8.

    Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725; Morrison, E. W., & Milliken, F. J. (2003). Speaking up, remaining silent: The dynamics of voice and silence in organizations. Journal of Management Studies, 40(6), 1353–1358.

  9. 9.

    Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851–875; Fast, N. J., Burris, E. R., & Bartel, C. A. (2014). Managing to stay in the dark: Managerial self-efficacy, ego defensiveness, and the aversion to employee voice. Academy of Management Journal, 57(4), 1013–1034; Detert, J. R., & Treviño, L. K. (2010). Speaking up to higher-ups: How supervisors and skip-level leaders influence employee voice. Organization Science, 21(1), 249–270; Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87–112; Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359–1392.

  10. 10.

    Lam, C. F., & Mayer, D. M. (2014). When do employees speak up for their customers? A model of voice in a customer service context. Personnel Psychology, 67(3), 637–666.

  11. 11.

    E.g., Burris, E. R., Detert, J. R., & Romney, A. C. (2013). Speaking up vs. being heard: The disagreement around and outcomes of employee voice. Organization Science, 24(1), 22–38.

  12. 12.

    Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993). Top executive commitment to the status quo: Some tests of its determinants. Strategic Management Journal, 14(6), 401–418; Redding, W. C. (1985). Rocking boats, blowing whistles, and teaching speech communication. Communication Education, 34, 245–258.

  13. 13.

    See also Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851–875; LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83(6), 853–868.

  14. 14.

    E.g., Fast, N. J., Burris, E. R., & Bartel, C. A. (2014). Managing to stay in the dark: Managerial self-efficacy, ego defensiveness, and the aversion to employee voice. Academy of Management Journal, 57(4), 1013–1034.

  15. 15.

    E.g., Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397–428.

  16. 16.

    E.g., Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open?. Academy of Management Journal, 50(4), 869–884.

  17. 17.

    E.g., Milliken, F. J., & Morrison, E. W. (2003). Shades of silence: Emerging themes and future directions for research on silence in organizations. Journal of Management Studies, 40(6), 1563–1568.

  18. 18.

    E.g., Stamper, C. L., & Van Dyne, L. (2001). Work status and organizational citizenship behavior: A field study of restaurant employees. Journal of Organizational Behavior, 22(5), 517–536.

  19. 19.

    E.g., Bashshur, M. R., & Oc, B. (2015). When voice matters a multilevel review of the impact of voice in organizations. Journal of Management, 41(5), 1530–1554.

  20. 20.

    Morrison EW (2011) Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1): 373–412.

  21. 21.

    Morrison EW (2011) Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1): 373–412.

  22. 22.

    Posen HE, Keil T, Kim S, Meissner FD (2018) Renewing Research on Problemistic Search—A Review and Research Agenda. Acad. of Management Annals 12(1): 208–251.

  23. 23.

    Sometimes, the starter post actually consisted of two posts where the first post was the solution and the second post by the same person was the need. We treated these as the same starter post.

  24. 24.

    Tsoukas, H. (2009). A dialogical approach to the creation of new knowledge in organizations. Organization Science, 20(6), 941–957.

  25. 25.

    Biscaro, C. & Comacchio, A. 2018. Knowledge creation across worldviews: How metaphors impact and orient group creativity. Org Sci, 29(1), 58–79.

  26. 26.

    Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge collaboration in online communities. Organization Science, 22(5), 1224–1239.

  27. 27.

    Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge collaboration in online communities. Organization Science, 22(5), 1224–1239.

  28. 28.

    Baralou, E., & Tsoukas, H. (2015). How is new organizational knowledge created in a virtual context? An ethnographic study. Organization Studies, 36(5), 593–620; Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge collaboration in online communities. Organization Science, 22(5), 1224–1239; Van Osch, W., & Avital, M. (2009). Collective generativity: the emergence of IT-induced mass innovation. Sprouts: Working Papers on Information Systems, 9(54), 1–33; Wasko, M. M., & Faraj, S. (2000). “It is what one does”: why people participate and help others in electronic communities of practice. The Journal of Strategic Information Systems, 9(2), 155–173.

  29. 29.

    Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008). Quitting before leaving: the mediating effects of psychological attachment and detachment on voice. Journal of Applied Psychology, 93(4), 912; Ng, T. W., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216–234.

  30. 30.

    E.g., MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Challenge-oriented organizational citizenship behaviors and organizational effectiveness: Do challenge-oriented behaviors really have an impact on the organization’s bottom line? Personnel Psychology, 64(3), 559–592; McClean, E. J., Burris, E. R., & Detert, J. R. (2013). When does voice lead to exit? It depends on leadership. Academy of Management Journal, 56(2), 525–548.

  31. 31.

    Nickerson J, Yen CJ, Mahoney JT (2012) Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations. Acad. of Management Perspectives 26(1): 52–72; Nickerson JA, Wuebker R, Zenger T (2017) Problems, theories, and governing the crowd. Strategic Organization 15(2): 275–288; Nickerson JA, Zenger TR (2004) A Knowledge-Based Theory of the Firm: The Problem-Solving Perspective. Organ. Sci. 15(6): 617–632; von Hippel E, von Krogh G (2016) CROSSROADS—Identifying Viable “Need–Solution Pairs”: Problem Solving Without Problem Formulation. Organ. Sci. 27(1): 207–221; Baer, M., Dirks, K. T., & Nickerson, J. A. (2013). Microfoundations of strategic problem formulation. Strategic Management Journal, 342: 197–214.

  32. 32.

    Bjelland OM, Wood RC (2008) An inside view of IBM’s ‘Innovation Jam’. MIT Sloan Management Review, 5(1): 32–40; Kesting PJ, Ulhøi P (2010) Employee-driven innovation: extending the license to foster innovation. Management Decision, 48(1): 65–84; Stieger D, Matzler K, Chatterjee S, Ladstaetter-Fussenegger F (2012) Democratizing strategy: How crowdsourcing can be used for strategy dialogues. California Management Review, 54(4): 44–68; Zuchowski O, Posegga O, Schlagwein D, Fischbach K (2016). Internal crowdsourcing: conceptual framework, structured review, and research agenda. Journal of Information Technology, 31(2): 166–184.

  33. 33.

    Karlsson J, Skålén P (2015) Exploring front-line employee contributions to service innovation. European Journal of Marketing, 49(9/10): 1346–1365; Santos-Vijande ML, López-Sánchez JÁ, Rudd J (2016) Frontline employees’ collaboration in industrial service innovation: Routes of co-creation’s effects on new service performance. Journal of the Academy of Marketing Science, 44(3): 350–375.

References

  • Amabile, T. M., & Pratt, M. G. (2016). The Dynamic Componential Model of Creativity and Innovation in Organizations: Making Progress, Making Meaning. Research in Organizational Behavior, 36, 157–183.

    Article  Google Scholar 

  • Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding Framework. Journal of Management, 40(5), 1297–1333.

    Article  Google Scholar 

  • Arguello, J., Butler, B. S., Joyce, E., Kraut, R., Ling, K. S., Rose, C., et al. (2006). Talk to Me: Foundations for Successful Individual-Group Interactions in Online Communities. In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems (pp. 959–968). New York, NY: ACM.

    Chapter  Google Scholar 

  • Baer, M., Dirks, K. T., & Nickerson, J. A. (2013). Microfoundations of Strategic Problem Formulation. Strategic Management Journal, 342, 197–214.

    Article  Google Scholar 

  • Baralou, E., & Tsoukas, H. (2015). How Is New Organizational Knowledge Created in a Virtual Context? An Ethnographic Study. Organization Studies, 36(5), 593–620.

    Article  Google Scholar 

  • Bashshur, M. R., & Oc, B. (2015). When Voice Matters a Multilevel Review of the Impact of Voice in Organizations. Journal of Management, 41(5), 1530–1554.

    Article  Google Scholar 

  • Biscaro, C., & Comacchio, A. (2018). Knowledge Creation Across Worldviews: How Metaphors Impact and Orient Group Creativity. Organization Science, 29(1), 58–79.

    Article  Google Scholar 

  • Bishop, L., & Levine, D. I. (1999). Computer-Mediated Communication as Employee Voice: A Case Study. Industrial & Labor Relations Review, 52(2), 217.

    Article  Google Scholar 

  • Bjelland, O. M., & Wood, R. C. (2008). An Inside View of IBM’s ‘Innovation Jam’. MIT Sloan Management Review, 5(1), 32–40.

    Google Scholar 

  • Burke, M., Joyce, E., Kim, T., Anand, V., & Kraut, R. (2007). Introductions and Requests: Rhetorical Strategies That Elicit Response in Online Communities. In C. Steinfield, B. T. Pentland, M. Ackerman, & N. Contractor (Eds.), Communities and Technologies (pp. 21–39). London: Springer.

    Google Scholar 

  • Burris, E. R. (2012). The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice. Academy of Management Journal, 55(4), 851–875.

    Article  Google Scholar 

  • Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008). Quitting Before Leaving: The Mediating Effects of Psychological Attachment and Detachment on Voice. Journal of Applied Psychology, 93(4), 912.

    Article  Google Scholar 

  • Burris, E. R., Detert, J. R., & Romney, A. C. (2013). Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice. Organization Science, 24(1), 22–38.

    Article  Google Scholar 

  • Detert, J. R., & Burris, E. R. (2007). Leadership Behavior and Employee Voice: Is the Door Really Open? Academy of Management Journal, 50(4), 869–884.

    Article  Google Scholar 

  • Detert, J. R., & Treviño, L. K. (2010). Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice. Organization Science, 21(1), 249–270.

    Article  Google Scholar 

  • Detert, J. R., Burris, E. R., Harrison, D. A., & Martin, S. R. (2013). Voice Flows to and Around Leaders: Understanding When Units Are Helped or Hurt by Employee Voice. Administrative Science Quarterly, 58(4), 624–668.

    Article  Google Scholar 

  • Dutton, J. E., & Ashford, S. J. (1993). Selling Issues to Top Management. Academy of Management Review, 18(3), 397–428.

    Article  Google Scholar 

  • Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge Collaboration in Online Communities. Organization Science, 22(5), 1224–1239.

    Article  Google Scholar 

  • Fast, N. J., Burris, E. R., & Bartel, C. A. (2014). Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice. Academy of Management Journal, 57(4), 1013–1034.

    Article  Google Scholar 

  • Garner, J. T. (2009). When Things Go Wrong at Work: An Exploration of Organizational Dissent Messages. Communication Studies, 60(2), 197–218.

    Article  Google Scholar 

  • Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993). Top Executive Commitment to the Status Quo: Some Tests of Its Determinants. Strategic Management Journal, 14(6), 401–418.

    Article  Google Scholar 

  • Hargadon, A. B., & Bechky, B. A. (2006). When Collections of Creatives Become Creative Collectives: A Field Study of Problem Solving at Work. Organization Science, 17(4), 484–500.

    Article  Google Scholar 

  • Harvey, S. (2014). Creative Synthesis: Exploring the Process of Extraordinary Group Creativity. Academy of Management Review, 39(3), 324–343.

    Article  Google Scholar 

  • Hirschman, A. O. (1970). Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States. Cambridge, MA: Harvard University Press.

    Google Scholar 

  • Joyce, E., & Kraut, R. E. (2006). Predicting Continued Participation in Newsgroups. Journal of Computer-Mediated Communication, 11(3), 723–747.

    Article  Google Scholar 

  • Karlsson, J., & Skålén, P. (2015). Exploring Front-Line Employee Contributions to Service Innovation. European Journal of Marketing, 49(9/10), 1346–1365.

    Article  Google Scholar 

  • Kesting, P., & Parm Ulhøi, J. (2010). Employee-Driven Innovation: Extend-ing the License to Foster Innovation. Management Decision, 48(1), 65–84.

    Article  Google Scholar 

  • Kesting, P. J., & Ulhøi, P. (2010). Employee-Driven Innovation: Extending the License to Foster Innovation. Management Decision, 48(1), 65–84.

    Article  Google Scholar 

  • Lam, C. F., & Mayer, D. M. (2014). When Do Employees Speak Up for Their Customers? A Model of Voice in a Customer Service Context. Personnel Psychology, 67(3), 637–666.

    Google Scholar 

  • Leonardi, P. M. (2014). Social Media, Knowledge Sharing, and Innovation: Toward a Theory of Communication Visibility. Information Systems Research, 25(4), 810.

    Article  Google Scholar 

  • LePine, J. A., & Van Dyne, L. (1998). Predicting Voice Behavior in Work Groups. Journal of Applied Psychology, 83(6), 853–868.

    Article  Google Scholar 

  • Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination. Academy of Management Journal, 55(1), 71–92.

    Article  Google Scholar 

  • Lovelace, K., Shapiro, D. L., & Weingart, L. R. (2001). Maximizing Cross-Functional New Product Teams’ Innovativeness and Constraint Adherence: A Conflict Communications Perspective. Academy of Management Journal, 44(4), 779–793.

    Google Scholar 

  • MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Challenge-Oriented Organizational Citizenship Behaviors and Organizational Effectiveness: Do Challenge-Oriented Behaviors Really Have an Impact on the Organization’s Bottom Line? Personnel Psychology, 64(3), 559–592.

    Article  Google Scholar 

  • Majchrzak, A., & Malhotra, A. (2016). Effect of Knowledge-Sharing Trajectories on Innovative Outcomes in Temporary Online Crowds. Information Systems Research, 27(4), 685–703.

    Article  Google Scholar 

  • Malinen, S. (2015). Understanding User Participation in Online Communities: A Systematic Literature Review of Empirical Studies. Computers in Human Behavior, 46, 228–238.

    Article  Google Scholar 

  • Maynes, T. D., & Podsakoff, P. M. (2014). Speaking More Broadly: An Examination of the Nature, Antecedents, and Consequences of an Expanded Set of Employee Voice Behaviors. Journal of Applied Psychology, 99(1), 87–112.

    Article  Google Scholar 

  • McClean, E. J., Burris, E. R., & Detert, J. R. (2013). When Does Voice Lead to Exit? It Depends on Leadership. Academy of Management Journal, 56(2), 525–548.

    Article  Google Scholar 

  • McKinsey Quarterly. (2009). How Companies Are Benefiting from Web 2.0: McKinsey Global Survey Results. Business Technology Office. Retrieved September 12, 2017, from http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/how-companies-are-benefiting-from-web-20-mckinsey-global-survey-results.

  • Milliken, F. J., & Morrison, E. W. (2003). Shades of Silence: Emerging Themes and Future Directions for Research on Silence in Organizations. Journal of Management Studies, 40(6), 1563–1568.

    Article  Google Scholar 

  • Morrison, E. W. (2011). Employee Voice Behavior: Integration and Directions for Future Research. The Academy of Management Annals, 5(1), 373–412.

    Article  Google Scholar 

  • Morrison, E. W., & Milliken, F. J. (2000). Organizational Silence: A Barrier to Change and Development in a Pluralistic World. Academy of Management Review, 25(4), 706–725.

    Article  Google Scholar 

  • Morrison, E. W., & Milliken, F. J. (2003). Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations. Journal of Management Studies, 40(6), 1353–1358.

    Article  Google Scholar 

  • Mumford, M. D., Costanza, D. E., Threlfall, K. V., Baughman, W. A., & Reiter-Palmon, R. (1993). Personality Variables and Problem Construction Activities: An Exploratory Investigation. Creativity Research Journal, 6, 365.

    Article  Google Scholar 

  • Ng, T. W., & Feldman, D. C. (2012). Employee Voice Behavior: A Meta-Analytic Test of the Conservation of Resources Framework. Journal of Organizational Behavior, 33(2), 216–234.

    Article  Google Scholar 

  • Nickerson, J. A., & Zenger, T. R. (2004). A Knowledge-Based Theory of the Firm—The Problem-Solving Perspective. Organization Science, 15(6), 617–632.

    Article  Google Scholar 

  • Nickerson, J., Yen, C. J., & Mahoney, J. T. (2012a). Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations. Academy of Management Perspectives, 26(1), 52–72.

    Article  Google Scholar 

  • Nickerson, J. A., Yen, C. J., & Mahoney, J. T. (2012b). Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations. The Academy of Management Perspectives, 26(1), 52–72.

    Article  Google Scholar 

  • Nickerson, J. A., Wuebker, R., & Zenger, T. (2017). Problems, Theories, and Governing the Crowd. Strategic Organization, 15(2), 275–288.

    Article  Google Scholar 

  • O’Reilly, C. A., & Tushman, M. L. (2004). The Ambidextrous Organization. Harvard Business Review, 82(4), 74–83.

    Google Scholar 

  • Posen, H. E., Keil, T., Kim, S., & Meissner, F. D. (2018). Renewing Research on Problemistic Search—A Review and Research Agenda. The Academy of Management Annals, 12(1), 208–251.

    Article  Google Scholar 

  • Redding, W. C. (1985). Rocking Boats, Blowing Whistles, and Teaching Speech Communication. Communication Education, 34, 245–258.

    Article  Google Scholar 

  • Santos-Vijande, M. L., López-Sánchez, J. Á., & Rudd, J. (2016). Frontline Employees’ Collaboration in Industrial Service Innovation: Routes of Co-creation’s Effects on New Service Performance. Journal of the Academy of Marketing Science, 44(3), 350–375.

    Article  Google Scholar 

  • Stamper, C. L., & Van Dyne, L. (2001). Work Status and Organizational Citizenship Behavior: A Field Study of Restaurant Employees. Journal of Organizational Behavior, 22(5), 517–536.

    Article  Google Scholar 

  • Stieger, D., Matzler, K., Chatterjee, S., & Ladstaetter-Fussenegger, F. (2012). Democratizing Strategy: How Crowdsourcing Can Be Used for Strategy Dialogues. California Management Review, 54(4), 44–68.

    Article  Google Scholar 

  • Tausczik, Y. R., Kittur, A., & Kraut, R. E. (2014, February). Collaborative Problem Solving: A Study of Math Overflow. In Proceedings of the 17th ACM Conference on Computer Supported Cooperative Work & Social Computing (pp. 355–367). New York, NY: ACM.

    Google Scholar 

  • Tsoukas, H. (2009). A Dialogical Approach to the Creation of New Knowledge in Organizations. Organization Science, 20(6), 941–957.

    Article  Google Scholar 

  • Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies, 40(6), 1359–1392.

    Article  Google Scholar 

  • Van Osch, W., & Avital, M. (2009). Collective Generativity: The Emergence of IT-Induced Mass Innovation. Sprouts: Working Papers on Information Systems, 9(54), 1–33.

    Google Scholar 

  • von Hippel, E., & von Krogh, G. (2016). Crossroads—Identifying Viable ‘Need–Solution Pairs’: Problem Solving Without Problem Formulation. Organization Science, 27(1), 207–221.

    Google Scholar 

  • Wasko, M. M., & Faraj, S. (2000). ‘It Is What One Does’: Why People Participate and Help Others in Electronic Communities of Practice. The Journal of Strategic Information Systems, 9(2), 155–173.

    Article  Google Scholar 

  • Zhou, J., & George, J. M. (2001). When Job Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice. Academy of Management Journal, 44(4), 682–696.

    Google Scholar 

  • Zuchowski, O., Posegga, O., Schlagwein, D., & Fischbach, K. (2016). Internal Crowdsourcing: Conceptual Framework, Structured Review, and Research Agenda. Journal of Information Technology, 31(2), 166–184.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. University of Southern California, Los Angeles, CA, USA

    Ann Majchrzak

  2. University of North Carolina, Chapel Hill, NC, USA

    Arvind Malhotra

Authors
  1. Ann Majchrzak
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Arvind Malhotra
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Ann Majchrzak .

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Majchrzak, A., Malhotra, A. (2020). Practice 4: Reconstructing Needs for Creative Associations. In: Unleashing the Crowd. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-25557-2_6

Download citation

Publish with us

Policies and ethics

Search

Navigation