Value co-creation mechanisms of multi-agent participation in crowdsourcing innovation: A grounded theory study

2021 ◽  
pp. 1-12
Author(s):  
Meng Qingliang ◽  
Hang Yi ◽  
Chen Xiaojun ◽  
CAO Qiaoyi
Keyword(s):  
Grounded Theory ◽  
Process Analysis ◽  
Third Party ◽  
Incentive Mechanisms ◽  
Operation Process ◽  
Participation Motivation ◽  
New Business ◽  
Innovation Model ◽  
Multi Agent ◽  
Knowledge Value

As a new business model, crowdsourcing innovation is widely used for enterprises to complete innovation tasks by the external crowds. The enterprises, the external crowds, and the crowdsourcing platform make an alliance and co-create value to achieve the multi-win goal. Based on the operation process analysis of the third-party platform crowdsourcing innovation model, this paper proposes that the essence of crowdsourcing innovation is the value co-creation of multi-agent participation. Based on grounded theory, this paper constructs the theoretical model of the realization mechanism of multi-agent participation value co-creation in crowdsourcing innovation from the three parties’ perspective. This research finds that value co-creation factors include six factors: task attributes, incentive mechanisms, trust mechanisms, the platform supports, participation motivation, and diversities. The process of value co-creation includes resource integration and interaction. The results of value co-creation include three elements: innovation value, knowledge value, and relationship value.

scholarly journals Based on the Emerging E-commerce Ecosystem Synergy and Innovation Mechanism Investigation

2020 ◽  
Vol 4 (8) ◽  
Author(s):  
Guojun Shi
Keyword(s):  
Value Creation ◽  
Operation Mechanism ◽  
Business Ecosystem ◽  
Business System ◽  
Knowledge Innovation ◽  
New Business ◽  
Internet Information ◽  
Innovation Model ◽  
Knowledge Ecology ◽  
Innovation Mechanism

E-commerce is a new business model based on Internet information technology, and its internal operation mechanism can be studied in depth from the perspective of the knowledge ecosystem according to the law of knowledge ecology. The various knowledge elements in the e-business knowledge ecosystem interact and influence each other, continue to exchange materials and energy according to specific rules, and develop and circulate autonomously so that users can acquire, transfer, share and sublimate knowledge in the business system. Finally, knowledge innovation and new value creation are realized to complete the final value sublimation. Based on this, this paper elaborates on three aspects of e-business ecosystem system synergy theory, e-business ecosystem, and e-business ecosystem synergy and innovation model for the reference of relevant personnel.

Design Consideration of Sociomaterial Multi-Agent CSCW Systems

2015 ◽  
pp. 83-103
Author(s):  
Tagelsir Mohamed Gasmelseid
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Collaborative Work ◽  
Global Networks ◽  
Web Based ◽  
New Organizational Forms ◽  
Wide Range ◽  
New Business ◽  
Multi Agent ◽  
Share Information

The recent technological advancements have significantly redefined the context in which organizations do business processes including the processes used to acquire, process, and share information. The transformations that emerged across the organizational and institutional landscapes have led to the emergence of new organizational forms of design and new business models. Within this context, the new business patterns, platforms, and architectures have been developed to enable for the maximization of benefits from data through the adoption of collaborative work practices. The main focus of such practices is oriented towards the improvement of responsiveness, building of alliances, and enhancing organizational reach. The use of global networks and Web-based systems for the implementation of collaborative work has been accompanied with a wide range of computer-supported collaborative systems. This chapter examines the context of collaboration, collaborative work, and the development of agent-supported collaborative work system. It also examines the implications of the ontological positions of sociomateriality on agent-supported collaborative work domains in terms of the multi-agent architecture and multi-agent evaluation.

Brokering Cloud Computing

2018 ◽  
pp. 230-251
Author(s):  
Georgia Dede ◽  
George Hatzithanasis ◽  
Thomas Kamalakis ◽  
Christos Michalakelis
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Cost Effective ◽  
Vital Role ◽  
Third Party ◽  
Cloud Provider ◽  
Cloud Broker ◽  
New Business ◽  
Production Techniques ◽  
Ict Industry

Cloud computing is a rapidly evolving computational model, which has succeeded in transforming the ICT industry and the economy's production techniques by making corresponding services even more accessible to businesses, offering cost-effective solutions. The cloud broker is a new business model, derived from the necessity of finding the best provider, or the best bundle for the end user. It is a third-party business that assists clients in making the best decision in choosing the most suitable cloud provider and the most effective service bundle for their needs, in terms of performance and price. This chapter analyzes the cloud broker business model and highlights the broker's vital role and the benefits that arise from the use of its services. In that context, it describes cloud brokering and a market analysis, together with the most popular pricing models, together with a comparison among them, concluding with future directions for the expansion of the brokerage model.

Achieving Realism in 3D Interactive Systems

2011 ◽  
pp. 205-215
Author(s):  
Arman Gukasyan ◽  
Nadezhda Ilyina ◽  
Alexander Lavrov
Keyword(s):  
Virtual Worlds ◽  
New Technologies ◽  
Interactive Systems ◽  
Agent Collaboration ◽  
New Business ◽  
The Face ◽  
3D Environments ◽  
Multi Agent ◽  
Early Development Phase ◽  
The Many

Web 2.0 has demonstrated how new technologies can change the structure of the customer-provider relationship. This is evident in the many new business opportunities that have arisen including the growth of 3D environments and virtual worlds. The development of more specialized services and consumer integration creates new marketplaces with new rules of the game. As these new opportunities come to the scene, they will change the face of the world into 3D environments and a multi-agent collaboration. The adoption of virtual worlds depends a great deal on the user experience. The challenges of providing the user with virtual realism is a challenge as many supporting technologies are still in the early development phase. This chapter will discuss several of the issues and tradeoffs involved in developing Real Virtual Worlds.

Using Collaborative Transportation Management in Global Supply Chain

2010 ◽  
pp. 721-730
Author(s):  
Jonah Tyan
Keyword(s):  
Supply Chain ◽  
Multinational Corporations ◽  
Global Supply Chain ◽  
Third Party ◽  
Business Trend ◽  
Physical Distribution ◽  
Strategic Partner ◽  
Transportation Management ◽  
Weakest Link ◽  
New Business

Due to escalating global competition and a decline in profit margins, most multinational corporations pursue global sourcing through a global supply chain (GSC) in order to secure market share and improve profits. The practice of e-commerce and the business trend of mass customization force both manufacturers and retailers to shorten cycle time by managing GSCs more effectively. Successful applications of GSCs, such as that by Dell Computer, have been widely discussed and publicized in the supply chain literature. However, the physical distribution of GSC execution is recognized as its weakest link and can result in inefficient and unreliable product delivery. The collaborative integration with global third party logistics (3PL) to execute physical distribution dictates the success of any GSC application. This article introduces an application of logistic collaboration, namely collaborative transportation management (CTM), which is a new business model that includes the carrier as a strategic partner for information sharing and collaboration in a supply chain.

Continuous Demand Chain Management

2011 ◽  
pp. 163-182 ◽  
Author(s):  
Merrill Warkentin ◽  
Akhilesh Bajaj
Keyword(s):  
Chain Structure ◽  
Third Party ◽  
Structured Interviews ◽  
Senior Managers ◽  
Chain Management ◽  
Demand Chain ◽  
New Business ◽  
Model C ◽  
Continuous Demand ◽  
Demand Chain Management

The demand side of supply chain management has drawn considerable research attention, with focus on disintermediation and syndication models. In this chapter, we evaluate new business models for establishing a continuous demand chain structure to streamline the logistics between the vendor and its direct consumers. The Continuous Demand Chain Management (CDCM) model of E-Commerce is one in which the physical products for sale are delivered directly to the customer without the use of a third party logistics provider, such as a common carrier, and in which the physical product may be continuously “pulled” from the seller. We present three submodels of CDCM. The CDCM Model A applies to business-to-consumer (B2C) online sellers of physical goods who own or control their own delivery vehicles, and may provide further services to extend the value proposition for the buyer. The online grocer is a typical example of businesses in this category. The CDCM Model B applies to business-to-business (B2B) sellers of physical goods, who also own a significant portion of their delivery fleet and deliver goods on demand to local distributors or business customers. Office supply E-Merchants provide an example of this model. The CDCM Model C applies to businesses that typically provide virtually instantaneous delivery of third party goods to consumers or businesses. Businesses in this category own or control their own delivery fleet and add value by delivering items within very short periods of time, usually one-hour delivery. In order to analyze these models, we conducted structured interviews with key senior managers of one representative business each in the CDCM Model A and Model B categories. We extensively surveyed recent literature on companies in the CDCM Model C category. We use the results of our study to analyze different aspects, such as revenue streams, cost structure, and operational peculiarities of businesses following the CDCM model and, finally, discuss the long-term viability of the sub models.

Optimization and Control of Ladle Operation for Special Steel Plants

2014 ◽  
Vol 602-605 ◽  
pp. 899-902 ◽  
Author(s):  
Bin Wang ◽  
Bao Wang ◽  
Yan Qing Mu ◽  
Qing Liu ◽  
Xin Chun Lu
Keyword(s):  
Process Analysis ◽  
Steel Ladle ◽  
Production Operation ◽  
Special Steel ◽  
Track Record ◽  
Operation Process ◽  
Rational Calculation ◽  
Optimization And Control ◽  
Operation Control ◽  
And Control

Ladle operation for steel plant directly affects the production operation to the site, through artificial means of a track record of special steel ladle operation process analysis, on this basis, considering the "product structure" on the operation of the ladle on the rational calculation of the number of ladle has been improved. Match for different machine in case of furnace ladle operation, classification discussed the number of its ladle operation control strategy.

scholarly journals STRATEGIC BUSINESS DEVELOPMENT AND CLIENT PROSPECTING IN THE THIRD-PARTY APARTMENT MANAGEMENT INDUSTRY

2017 ◽  
Vol 21 (4) ◽  
pp. 346-356 ◽  
Author(s):  
Dustin C. READ ◽  
Rosemary Carruci GOSS ◽  
Erin HOPKINS
Keyword(s):  
Ad Hoc ◽  
The United States ◽  
Careful Consideration ◽  
Business Development ◽  
Third Party ◽  
Strategic Fit ◽  
Number Of Factors ◽  
Property Owners ◽  
New Business ◽  
Systematic Behaviour

Intensifying competition and increasing market demands are forcing many third-party apartment management firms to re-evaluate their approach to business development and client prospecting. In some instances, these companies are becoming more selective about both the assignments they take on and the property owners with whom they work. Careful consideration is frequently given to a number of factors to determine if new business opportunities are a good strategic fit. This paper examines how sophisticated fee management firms make such determinations by examining the perspectives of executives representing 25 of the largest multifamily operators in the United States. The results indicate heavy reliance on relational approaches to business development, limited long-range planning, and informal channels of communication often encourage fee managers to pursue new business in an ad hoc manner despite market conditions favouring more systematic behaviour. A series of best practices are put forth to address these concerns.

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