群眾外包平台的服務參與良性循環之研究 - 政大學術集成

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(1)國立政治大學資訊管理學系碩士學位論文指導教授:尚孝純博士 Dr. Shari S.C. Shang. 群眾外包平台的服務參與良性循環之研究. 政治大. ‧. ‧ 國. 學. 立 Cycle of Service Participation A Study of Virtuous on Crowdsourcing Platforms. n. er. io. sit. y. Nat. al. Ch. engchi. i n U. v. 研究生：李欣穎 Agnes H.Y. Lee 中華民國 105 年 8 月.

(2) Acknowledgement. Foremost, I would like to express my sincere gratitude to my advisor Prof. Shari Shang for the continuous support in my master’s study and research and for her motivation and immense knowledge in courses and meetings we had. Her guidance helped me in all the time of research and writing of this thesis. I could not have imagined having a better advisor and mentor for my master’s study. In addition to my advisor, I would like to thank the rest of my thesis committee: Prof. Ya-Ling Wu, Prof. Sheng-Chih Chen, and Dr. Chen-Yen Yao, for their encouragement and insightful comments.. 政治大 lot of work on case studies day and night from a mass of messy information is truly 立 exhausting; however, the greatest difficulty is the process of finding experts and. This research was a tough work but I am glad that I accepted this challenge. Doing a. ‧ 國. 學. interviewing them. In that regard, I would like to thank 104 Job Bank, Go1Buy1, GoGoVan, and honestbee, for replying to my invitation, for giving me the valuable. ‧. experiences, and ultimately for helping me complete this research. My sincere thanks also goes to Dr. Yi-Chia Chiu, for offering the elective course titled Strategy and. Nat. sit. y. Innovation of Platform Business, giving me a broader view of the status of current platform business, strategies and opportunities and for leading me to work on diverse. io. er. and exciting case studies and projects.. al. n. v i n C h of MIS, for the U I thank my classmates in NCCU Dept. e n g c h i stimulating discussions and for. all the fun we have had over the past two years. Besides, I thank my fellow labmates at the BPM lab: Li-Cheng Li and Yu-Huei Zeng, for the sleepless nights we spent. working together to meet deadlines. In particular, I am grateful to my boyfriend ChihHsiang Lai for enlightening me while taking the first glance of my research, for our stimulating discussions, for his support, and for everything.. Last but not the least, I would like to thank my entire family: my parents Peggy Chen and C. P. Lee, for giving birth to me at the first place and for supporting me spiritually and physically throughout my life, and my brother Andy Lee, for supporting me spiritually and physically during the writing of this thesis.. Thank you to everyone who accompanied with me throughout my master’s study. ii.

(3) 摘要. 隨著資通訊的快速發展，使得我們進入一個雲端、社群以及行動的時代，人們利用網際網路便捷的特性，創建各式平台，有效地把大家串聯在一起，從個人、企業、社區、政府到國家。近年來，不論學界或業界人們大量運用群眾外包這個概念，在網路上展開平台革命，用更有彈性的方式來解決各種問題和完成任何事情。然而這種靠著群眾力量而運作的平台，除了現有的外在技術環境（科技）以及引人入勝的產品服務（核心價值），更重要的是有快速應變的配套措施（策略佈局與操作機制），才能夠促使群眾外包平台不斷地隨著人流的成. 政治大本研究的主要目的是探索與了解成功的群眾外包平台的經營，如何誘發和立. 長，產生豐富的資訊流，進而帶動金流，讓平台得以持續壯大。. 刺激群眾外包平台上產品服務提供者（供給方）以及產品服務要求者（需求. ‧ 國. 學. 方）的使用動機，使得該平台能夠維持有一個良好的運作循環、持續成長茁壯。本研究採用質性個案研究，透過少數的文獻和大量的網路、報章、媒體等. ‧. 個案資料，分為兩個階段進行研究。第一階段，根據蒐集的資料，（一）我們建. sit. y. Nat. 立四種類型的群眾外包平台：資訊型、勞務型、線上和線下型、創造型；（二）. io. er. 找出使用者的平台服務參與之動機與平台供需平衡的經營管理之關鍵因素和概. al. 念架構圖。第二階段，我們鎖定四家在台灣的勞務型群眾外包平台，進行專家. n. v i n Ch 訪談，透過訪談來驗證並修改使用者平台服務參與之動機和平台良性循環之關 engchi U 鍵因素，更深入地了解（一）群眾外包平台上的供給者多受到內在動機的刺激，而要求者則多受到外在動機的刺激在平台上有服務參與的行為；（二）確認在經營群眾外包平台事，平台受到技術環境、策略佈局和操作機制等三個層面的多個關鍵因素影響，要讓平台朝向良好的正向運作循環經營下去，這三個重要層面的相關的關鍵因素是值得去注意和加強的。簡而言之，透過本研究，能夠幫助學界和業界的群眾外包平台的經營者都更進一步了解群眾外包平台及其成功經營的做法。. 關鍵字：群眾外包平台、群眾外包、平台、服務參與、網路效應、良性循環. iii.

(4) Abstract. Crowdsourcing is a phenomenon that is receiving attention both inside and outside of academia. With the rapid development of ICT and the prevalence of the Internet, the crowdsourcing platform business model has had a dynamic impact on the market. Crowdsourcing offers a good transactional environment in which to fulfill people’s needs and wants, seizing values from products and/or services that are provided and/or requested in more flexible ways to solve problems and accomplish virtually anything in recent years. However, it is important to understand why participants (on both the supply and demand sides) join platforms to provide and request products. 政治大. and/or services. In addition, the operation of such platforms using the power of crowds includes three dimensions – technology assistance, strategy deployment, and. 立. operational mechanisms – to constantly attract and balance the flow of crowds, to. ‧ 國. 學. generate information flows, and to stimulate the cash flows that allow the platform to continue to grow. The objectives of this research are as follows: (1) to explore what. ‧. drives people to deliver and capture values by providing and requesting products or services on crowdsourcing platforms and (2) to investigate how to manage a. Nat. er. io. sit. y. successful crowdsourcing platform by motivating their virtuous cycles.. This is a qualitative multiple case study. There are two phases to this research. First,. n. al. i n U. v. based on information gathered across industries and academia, we categorized. Ch. engchi. crowdsourcing platforms into four major types: Information, Labor, Online plus Offline (OplusO), and Creation. We then revealed platform participants’ motivations for service participation and developed a conceptual framework to manage a virtuous cycle of service participation on crowdsourcing platforms. Second, we focused on Labor crowdsourcing platforms in Taiwan by conducting expert interviews to verify and revise our results from the first phase. This research provides a broader view of crowdsourcing platforms and their types in academia. Providers are typically motivated more by intrinsic motivations (autonomy, safety, and trust), whereas requestors are motivated by extrinsic motivations (such as finding practical (alternative) solutions, building reputation, and creating monetary wealth) in the crowdsourcing platform context. Moreover, this research provides practitioners with realistic management references in the technology, strategy, and operational iv.

(5) dimensions to ready the platform and to meet the demand in the market. Technology is at the beginning of adopting crowdsourcing platforms and should be scalable. Scalability of the crowdsourcing platform involves constructing an ecosystem for a good transactional environment that facilitates growth, such that strategy deployment and operational mechanisms play important roles to support.. Keywords: Crowdsourcing platform, Crowdsourcing, Platform, Service participation, Network effects, Virtuous cycle. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. v. i n U. v.

(6) Contents. Acknowledgement .........................................................................................................ii 摘要.............................................................................................................................. iii Abstract ......................................................................................................................... iv Contents ........................................................................................................................ vi Tables ......................................................................................................................... viii Figures........................................................................................................................... ix Chapter 1 Introduction ................................................................................................. 10 1.1 Research Background .................................................................................... 10. 治政 1.3 Research Objectives and Questions ............................................................... 12 大立........................................................................................ 13 Chapter 2 Literature Review 1.2 Research Motivation ...................................................................................... 11. ‧ 國. 學. 2.1 What is a Crowdsourcing Platform? .............................................................. 13 2.1.1 Crowdsourcing .................................................................................... 13. ‧. 2.1.2 Two-sided Markets .............................................................................. 14 2.1.3 Network Effects .................................................................................. 15. Nat. sit. y. 2.1.4 Mobile Mind Shift............................................................................... 16. io. er. 2.2 Types of Crowdsourcing Platform ................................................................. 18 2.2.1 Information ......................................................................................... 19. n. al. Ch. i n U. v. 2.2.2 Labor ................................................................................................... 20. engchi. 2.2.3 OplusO ................................................................................................ 21 2.2.4 Creation ............................................................................................... 21 2.3 Service Participation and Virtuous Cycle ...................................................... 22 2.3.1 Motivations of Service Participation .................................................. 22 2.3.2 Managing Crowdsourcing Platforms in a Virtuous Cycle .................. 34 Chapter 3 Methodology ............................................................................................... 40 3.1 Research Design............................................................................................. 40 3.2 Study Cases .................................................................................................... 42 3.3 Data Collection .............................................................................................. 45 3.4 Data Analysis ................................................................................................. 46 Chapter 4 Results ......................................................................................................... 48 4.1 Motivations for Crowdsourcing ..................................................................... 48 vi.

(7) 4.2 Maintaining the Balance in Crowdsourcing .................................................. 59 4.3 Building the Virtuous Cycle on Crowdsourcing Platforms ........................... 64 Chapter 5 Conclusions ................................................................................................. 70 5.1 Summary ........................................................................................................ 70 5.2 Implications of the Study ............................................................................... 71 5.3 Limitations and Future Research ................................................................... 72 References .................................................................................................................... 74 Appendix I ................................................................................................................... 82 Appendix II .................................................................................................................. 83. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. vii. i n U. v.

(8) Tables. Table 1.Types of Crowdsourcing Platform .................................................................. 19 Table 2.Motivations of Service Participation on Information Crowdsourcing Platforms .............................................................................................................................. 25 Table 3.Motivations of Service Participation on Labor Crowdsourcing Platforms ..... 28 Table 4.Motivations of Service Participation on OplusO Crowdsourcing Platforms .. 30 Table 5.Motivations of Service Participation on Creation Crowdsourcing Platforms . 31 Table 6.Research Process ............................................................................................. 40 Table 7.Profile Description of Participants .................................................................. 43. 政治大. Table 8.Extrinsic and Intrinsic Motivations on Information Crowdsourcing Platform .............................................................................................................................. 49. 立. Table 9.Extrinsic and Intrinsic Motivations on Labor Crowdsourcing Platform ......... 49. ‧ 國. 學. Table 10.Extrinsic and Intrinsic Motivations on OplusO Crowdsourcing Platform .... 50 Table 11.Extrinsic and Intrinsic Motivations on Creation Crowdsourcing Platform... 50. ‧. Table 12.Verified and Revised Providers’ Motivations for Crowdsourcing Platform . 54 Table 13.Verified and Revised Requestors’ Motivations for Crowdsourcing Platform. Nat. sit. y. .............................................................................................................................. 56. io. er. Table 14.Providers’ Motivations on Crowdsourcing Platforms with Headline I ......... 83 Table 15.Providers’ Motivations on Crowdsourcing Platforms with Headline II........ 84. n. al. i n U. v. Table 16.Providers’ Motivations on Crowdsourcing Platforms with Headline III ...... 85. Ch. engchi. Table 17.Providers’ Motivations on Crowdsourcing Platforms with Headline IV ...... 86 Table 18.Providers’ Motivations on Crowdsourcing Platforms with Headline V ....... 87 Table 19.Requestors’ Motivations on Crowdsourcing Platforms with Headline I ...... 87 Table 20.Requestors’ Motivations on Crowdsourcing Platforms with Headline II ..... 89 Table 21.Requestors’ Motivations on Crowdsourcing Platforms with Headline III .... 90 Table 22.Requestors’ Motivations on Crowdsourcing Platforms with Headline IV.... 91 Table 23.Requestors’ Motivations on Crowdsourcing Platforms with Headline V ..... 92. viii.

(9) Figures. Figure 1.Conceptual Framework of CFs for Virtuous Cycle of Crowdsourcing Platforms ........................................................................................................ 35 Figure 2.Building the Virtuous Cycle on Crowdsourcing Platforms- Phase I ............. 67 Figure 3.Building the Virtuous Cycle on Crowdsourcing Platforms- Phase II ............ 68 Figure 4.Building the Virtuous Cycle on Crowdsourcing Platforms- Phase III .......... 69. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. ix. i n U. v.

(10) Chapter 1 Introduction. 1.1 Research Background Competition for businesses has undoubtedly increased substantially over the last decade for several reasons. On top of that the rapid and reliable development of information and communication technology (ICT) along with the prevalence of the Internet accelerate market competition, the concept of cloud, analytics, mobile, and social (CAMS) have been far and away the four contributors driving innovations in. 治政 With cloud computing and scientific analytics, companies 大have a new approach to access technology and data,立 understanding widely and deeply how, when, what, and enterprises globally to improve the business operations across various applications.. ‧ 國. 學. where people consume goods and services. Moreover, mobile technologies have changed the way people communicate, work, and shop, while social media provide a. ‧. more penetrative channel for companies to reach their customers globally. Gartner predicts that by 2020, 75 percent of businesses will be digital businesses or preparing. Nat. sit. y. to become one (Lopez, 2014). In the digital business era, companies focus on new and. io. er. more sophisticated ways to reach consumers. They erect their online platforms such as websites or apps, with payment systems for businesses, which have lower operating. n. al. Ch. i n U. v. costs and greater flexibility and result in people from all walks of life becoming. engchi. involved in fierce platform competition.. A recent phenomenon receiving significant attention both inside and outside of academia is called “crowdsourcing,” which has been widely and rapidly implemented. Crowdsourcing on the Internet can be applied via a digital platform (i.e., a website or an app), or an online community can provide an environment for a specific transaction in two-sided markets, including information sharing or professional collaboration, labor or product services, and specific purposes of participation. Crowdsourcing has been used variously for different applications of domains because of the complexity of industries and a diversity of strategies. Many companies establish their businesses on the Internet and change their work structures to enable and respond to demand for flexible working patterns using the power of crowds. Crowdsourcing platforms, 10.

(11) including examples such as Wikipedia, Amazon’s Mechanical Turk (AMT), Groupon, and Kickstarter, all provide good environments for the demand and for the supply of a specific transaction or a practical solution with crowds from individuals, communities, enterprises to governments.. 1.2 Research Motivation. Research on crowdsourcing platforms is quite new and has been progressing over time. The literature on this topic is distinguished by its focus on the definition of crowdsourcing, applications and cases, and investigations of the motivation of users who participate in crowdsourcing platforms. However, there is only limited. 政治大 and attracting users on to a platform to operating and managing a platform with crowd 立 understanding of how to build a successful crowdsourcing platform. From reaching. wisdom and collective intelligence is not an easy work. A successful crowdsourcing. ‧ 國. 學. platform not only must attract large numbers of users of at least two types making them have a good transaction experience, but it must also establish a set of policies to. ‧. ensure that the platform can satisfy two user groups (service providers and service. y. sit. io. er. virtuous manner.. Nat. requestors/ content users and content contributors) and that it works well and in a. al. n. v i n crowdsourcing platform regard C how the supply and the demand of the htoebalance ngchi U According to our observations, the difficulties in operating and managing a. platform and to make it work well in a virtuous manner. Apart from the assistance of ICT, Internet, and CAMS, crowdsourcing platforms must have fascinating contents of product or service and flexible mechanism of quick response to bring in people, information, and money. Therefore, it is important to explore what drives participants to join onto the platform and how to attract sufficient participants on to a platform at beginning. Namely, is it good contents attracting people come to the platform or other reasons? What is the critical number of two user groups for a platform to run up? Furthermore, it is also imperative to maintain the balance of a large scale of participants in the online community, while having the participants be willing to provide and request products or services that drive virtuous cycles in growing businesses. 11.

(12) 1.3 Research Objectives and Questions. The purpose of our research is to explore how the virtuous cycles of service participation operates on successful crowdsourcing platforms. We focus on why participants join onto the platforms to provide and request products or services, and we seek to understand the critical factors (CFs) of facilitating supply and demand on platforms for different applications. The objectives of this research: (1) Exploring what drives people to deliver and capture values by providing and requesting products or service on crowdsourcing platforms. (2) Investigating how to manage a successful crowdsourcing platform, finding out virtuous cycles on crowdsourcing platforms. The key questions are as follows:. 立. What are the motivations that drive people to participate in providing products or. 學. ‧ 國. . 政治大. services on crowdsourcing platforms? . What are the motivations that drive people to participate in requesting products or. ‧. services on crowdsourcing platforms?. How do platform managers maintain the balance between providers and requestors?. n. al. er. io. sit. y. Nat. . Ch. engchi. 12. i n U. v.

(13) Chapter 2 Literature Review. 2.1 What is a Crowdsourcing Platform? What is a crowdsourcing platform? This is the first thing that we must define. Following are the four essential characteristics that we should understand to demonstrate what a crowdsourcing platform it is: crowdsourcing, two-sided markets, network effects, and mobile mind shift.. 2.1.1 Crowdsourcing. 立. 政治大. “Crowdsourcing” is a modern business term coined by Jeff Howe and Mark. ‧ 國. 學. Robinson in the June 2006 issue of Wired magazine (Howe, 2006). The word combines “crowd” and “outsourcing,” expressing a method for using the power of. ‧. crowds for an outsourcing operation. It is a recent phenomenon receiving significant attention both inside and outside of academia, and it has been implemented rapidly. Nat. sit. y. and widely. On Howe’s blog, he provides a white paper version of the definition:. al. er. io. “Crowdsourcing is the act of taking a job traditionally performed by a designated. n. agent (usually an employee) and outsourcing it to an undefined, generally large group. Ch. i n U. v. of people in the form of an open call.” Brabham (2008a), the person who introduced. engchi. the word “crowdsourcing” to public scholarly research, defined crowdsourcing as online, distributed problem-solving and production models.. In our view, crowdsourcing is a problem-solving and production model that builds a close relationship among numerous people from the public who have intelligence. These people usually reach a consensus of on the specific transactions, and each takes what he or she needs. It can be collective collaboration or connective cooperation on a platform. Because crowdsourcing provides an easy access to participation for individuals from anywhere in the world, it is increasingly organized through the Internet (Hossain and Kauranen, 2015). Crowdsourcing has proved beneficial in many adoptions from information sharing, labor or product services to specific purposes of participation. 13.

(14) There is a current lawsuit more than one year old that recently became viral. United Airlines and Orbitz sued Aktarer Zaman for creating a website called Sikplagged.com as a hobby to help travelers find inexpensive flight tickets through a strategy called Hidden City ticketing. This 23-year-old man, Aktarer Zaman, fought back against the two giants instead of succumbing to the lawsuit. He asked for help from the crowds on Sikplagged.com to help him pay for his legal expenses using a GoFundMe campaign, and he ultimately received a flood of donations (Bort, 2015; Zaman, 2014; Gillespie, 2015). This story provides an example of using the power of crowdsourcing: Aktarer Zaman received funds from crowds. However, crowdsourcing has potential use beyond raise money, it can be used widely in less expensive and more effective manners.. 立. 政治大. 2.1.2 Two-sided Markets. ‧ 國. 學. Two-sided markets, also called two-sided networks, are economic platforms with two. ‧. distinct user groups that provide network benefits to each other. According to Rysman (2009) it is a meeting place for two sets of user groups to interact through an. y. Nat. sit. intermediary or platform (i.e., credit cards and recruitment sites). Examples of famous. al. er. io. companies employing two-sided markets include the largest marketplace in China,. n. Taobao; the social website Facebook; the recruitment site Monster.com; the search. Ch. i n U. v. engine Google; and others. Two-sided markets can be found in many industries,. engchi. sharing the space with traditional product and service offerings.. Different from values moving from left to right in traditional value chains, in twosided markets, cost and revenue both move to the left and right due to the platform having distinct groups of supply side users and demand side users, although one side is often subsidized. The benefits to each group on the platform exhibit demand economies of scale and demonstrate that two-sided markets are based on externalities, which economists called network effects, indicating that the two user groups are attracted to each other, and any given user largely relies on the existence of a sufficiently large scale on the platform’s other side (Eisenmann, 2006; Rysman, 2009). An example obviously around us is Facebook. The one side of its user group is all of us, we log onto it dozens of times per day browsing our news feed because our 14.

(15) friends are on Facebook posting their updates and there are news updates that we have liked. Our friends and our liked pages will encourage further new friends and new pages which is network effects that we all experience on Facebook. The other side of user group is businesses, who subsidize to the previous user group, they create their business pages and then advertising on Facebook for precision marketing. Facebook performs values both moving to the left and right, building up a meeting place for two user groups and also minimizing the transaction costs between the two.. Two-sided markets are said to be particularly useful for analyzing the chicken-andegg problem of standards battles, so it will provide us with some ideas for studying how to balance the supply side and demand side of a platform. However, a new. 治政大that it can satisfy each user so establishing a set of policies for the platform to ensure 立 and that it works well in a virtuous fashion is important. Due to the two-sided network. approach to strategy should be developed for the distinct characteristics of a business,. ‧ 國. 學. effects on the platform, the value of the network increases when it facilitates transactions for both sides. Eisenmann et al. (2011) also warn that three key. ‧. challenges should be considered when managing platforms: setting a pricing policy, dealing with the competition, and avoiding being swallowed.. sit. y. Nat. n. al. er. io. 2.1.3 Network Effects. Ch. i n U. v. Network effects, also called network externalities, arise when values in a network to a. engchi. user relies on the number of other users with whom that user interact, has a feedback effect on individual user utility. Katz and Shapiro (1985) define two types of network effects: direct and indirect. Direct network effects occur when consumer utility depends directly on the total number of purchasers of the same network product. Indirect network effects result from the availability of complementary goods and services. In platform-mediated networks, the network exhibits cross-side network effects when members of one user group have a preference regarding the number of users in the other group; the network exhibits same-side network effects when each group’s members have preferences regarding the number of users in their own group (Eisenmann, 2006; Coles and Edelman, 2011). As described previously, “direct” and “indirect” network effects typically refer as same-side and cross-side network effects respectively. 15.

(16) Network effects have impact on existing and prospective users’ tendency to participate in a network and their willingness to pay (WTP) for participation. According to Eisenmann (2006), WTP is the maximum amount that an individual would pay for a product or service, and he assume that network effects are positive, then network growth increases WTP for prospective users. Although network effects typically positive, it can be negative as well (Coles and Edelman, 2011). With positive network effects, the more users participate in the platform, the more prospective users tend to join onto the platform. Examples of the novel and prevalence of Skype appeals users to introduce their contacts on their lists to use it, or online game players benefit from swapping online games with more peers, leading to attract more people to. 治政大 participation. Take Uber participate in the platform, the less WTP of users for network 立 for instance, passengers feel a long waiting time to have a lift will turn to other similar participate. On the other hand, with negative network effects, the more users. ‧ 國. 學. services, or drivers feel congestion in the form of bad weather or rush hours will stop taking orders. Other common situations like platform users’ refusing reactions to. ‧. advertising (as a user group), resulting in a sudden crunch rate of users.. y. Nat. sit. In platform-mediated networks, network effects facilitate interactions between users.. al. er. io. The larger size and more prestigious a platform, the more useful or valuable users are. n. perceived. The more compatible and more complementary a platform, the more users. Ch. i n U. v. are willing to pay. Prior research has modeled perceived network size and perceived. engchi. external prestige as factors of same-side network effects, and perceived compatibility and perceived complementarity as factors of cross-side network effects (Chiu et al., 2013).. 2.1.4 Mobile Mind Shift. The rapid adoption of smartphones and tablets represents an unprecedented transformation in the ways in which consumers access the Web and other digital services (Walters, 2013). It was estimated by Forester (Wu, 2013; Scevak, 2014) that the number of people using mobile devices is almost three times greater than in 2013—there will be 2.4 billion people with smartphones and 651 million people using tablets at home or in their companies by 2017. The world has undergone a mobile 16.

(17) mind shift, which is the expectation that a person can obtain what he or she wants, in context, in moments of need (Bernoff, 2014). Digitally savvy customers are changing the world, the economy, and business, causing companies to scramble to keep up with mobile opportunities. Companies eventually make their websites mobile-ready and build apps to fulfill customers’ needs or, it can be said, to occupy the market.. With the mobile mind shift, companies use online-to-offline commerce, which drives online visitors (to either a website or an app) to purchase at offline stores and to transform the users into the companies’ own customers; these companies can easily and directly connect to customers with mobile devices. One of the best-known companies adopts online-to-offline commerce is the coupon service Groupon. It. 治政大 clubs and spas. establishments, ranging from restaurants and shops to fitness 立 Customers order vouchers online on Groupon website or its app and then go to brickprovides a deal-of-the-day recommendation service to customers for local. ‧ 國. 學. and-mortar store to purchase offline.. ‧. Mobile mind shifts facilitates online-to-offline commerce and provides more effective and convenient means for both customers and companies. Customers can obtain bulk. y. Nat. sit. discounts and abundant, complete information about the company, they have more. al. er. io. effective ways to contact the company, and they pay a less expensive price than in a. n. brick-and-mortar store. Companies can acquire more channels to expose to large new,. Ch. i n U. v. traceable customers, and they can understand customers more deeply through direct. engchi. communication and customers’ profiles.. In summary, crowdsourcing platforms provide an environment for a specific transaction where two-sided markets and network effects operate, using crowdsourcing to build a close relationship among numerous people from the public with intelligence through powerful technologies (we focus on “Online” platforms), and serve at least two distinct and mutually attracting groups of users to collaborate or cooperate through the power of crowds. Crowdsourcing has changed traditional industry chains and work structures. Moreover, crowdsourcing platforms mostly gather and exchange via the Internet. Many startups and companies with innovative thinking have intentionally harnessed online-to-offline commerce in their platform 17.

(18) strategies. It can not only help to attain large numbers of users through network effects but also allow transactions to become more convenient and cost-effective. Crowdsourcing platforms can be applied to diverse industries owing to the rapid and reliable development of ICT along with the prevalence of the Internet, and the concept of CAMS. Prominent companies that have adopted this type of business model include the English language learning service VoiceTube, the private taxi service Uber, the accommodation service Airbnb, and the funding platform GoFundMe.. 2.2 Types of Crowdsourcing Platform Crowdsourcing platforms have been used pervasively on many applications. We have. 政治大 on the verge of widespread industry impact. Hossain and Kauranen (2015) conducted 立 experienced crowdsourcing being widely discussed and broadly employed, and it is. a literature review of crowdsourcing, aggregating applications of crowdsourcing into. ‧ 國. 學. seven categories based on the main purposes of the services. The seven categories are idea generation, microtasking, open source software, public participation, citizen. ‧. science, citizen journalism, and wikis. Lebraty and Lobre-Lebraty (2013) also. y. Nat. exhaustively examined the various form of crowdsourcing, presenting and discussing. sit. ten categories of crowdsourcing operation, including crowdjobbing, crowdwisdom,. n. al. er. io. crowdfunding, crowdsourcing and forecasting (C&F), crowdsourcing and. i n U. v. innovation(C&I), crowdsourcing and authenticity(C&A), crowdauditing,. Ch. engchi. crowdcontrol, crowdcuration, and crowdcare.. Classification, using either the purposes of the services (Hossain and Kauranen’s type) or the service activities of the platforms (Lebraty and Lobre-Lebraty’s type), is sufficient for understanding methods of using crowdsourcing and how these services are created, but it might be too scattered for researchers who would like to investigate in greater detail the balancing of two-sided crowdsourcing platforms in a virtuous cycle. For this reason, we distinguish four major types of crowdsourcing platforms, on the basis of what is exchanged on the platform. The four types are Information (i.e. information and knowledge sharing and exchange), Labor (i.e. workforce marketplace and working place improvement), Online plus Offline (OplusO) (i.e. effective utilization of resources from online to offline), and Creation (i.e. creation and 18.

(19) participation), which are also shown in Table 1 and described in detail as follow.. Table 1.Types of Crowdsourcing Platform TYPE. FEATURES . Information. Labor. Services for information or. . iStockphoto (2000). knowledge exchange. . Wikipedia (2001). . Proposing or creating items. . Help A Reporter Out (HARO). . Free or paid access to items. . Services for labor exchange. . Recruitment of micro- and macro-. Amazon’s Mechanical Turk (AMT) (2005). . TaskRabbit (2008). Services for resource exchange from. . Airbnb (2008). online to offline. . Groupon (2008). Products or services provided or. . Zopa (2005). . Kickstarter (2009). Participation in creative projects or. . Indiegogo (2007). public issues. . FlyingV (2012). Workers paid for tasks. . Recruiters pay for accomplished. 政治大. ‧ 國. 立. 學. . . DesignContest (2003). . . (2008). . tasks. tasks. OplusO. EXAMPLES. shared. . io. Creation. Nat. . Donor receives a gift or benefit. n. al. when the project succeeds . Ch. engchi. Proposer receives funds from donors. y. Services for creation exchange. sit. . er. Pay by requesting. ‧. . i n U. v. 2.2.1 Information. In the type of Information, crowdsourcing platforms provide services for information or knowledge exchange. People visit this type of platforms to share information and knowledge online with others. They exchange the information and knowledge for free or by paying for access to items on the platforms. Taking the comprehensive, online, worldwide encyclopedia Wikipedia as an example, anyone with Internet access can read, write and edit Wikipedia articles for free. The content on Wikipedia is based on live collaboration and is continually created and updated by crowds. As a similar 19.

(20) example, iStockphoto is a web-based company providing a platform for artists to earn money with their original stock photos, illustrations, videos, and audios by licensing them to businesses or individuals who are seeking stock images or clips.. In this information-intensive era, the presence of a variety of information provides people with access to a broad range of ideas, expertise and topics. It is an effective means to obtain information and knowledge, whether it is artwork or a joke, by sharing online. Crowdsourcing provides a good way to create this type of platform, allowing us to stay current with news, to gain new information, to learn new things, and to improve our knowledge. The other examples of information crowdsourcing platform include learning platforms, citizen science platforms, citizen journalism platforms, and so on.. 立. 2.2.2 Labor. 政治大. ‧ 國. 學. Currently, people looking for jobs can simply go online and search in ways other than. ‧. traditionally in newspapers. Amazon’s Mechanical Turk (AMT) is a classic example of using the power of crowds. It is a web-based labor market where people offering. y. Nat. sit. work and those who seeking jobs can meet and match on the platform. Such Labor. al. er. io. crowdsourcing platforms provide a service for labor exchange, offering an alternative. n. way for recruiters and workers to meet and match with each other more effectively.. Ch. i n U. v. For example, the private taxi service Uber, which connects the nearest available. engchi. drivers to passengers who need a ride, provides better access to transportation. Through Uber’s app or website, drivers can easily plan their schedule for the day, and passengers can quickly obtain a car to travel anywhere at any time.. Adopting crowdsourcing for the platform with labor, it not only improves on a rapidly consumed hiring environment but also renders the working structure more flexible. Moreover, the cost of the labor exchange is less expensive than with traditional means. Because the jobs on Labor crowdsourcing platforms are divided into small, uncomplicated tasks, workers are paid relatively little or equal for the tasks they perform. In contrast, the fare rates on Uber depend on the city in which it is used and the Uber service that is chosen, but it costs less than traditional taxi services. Other labor exchange service crowdsourcing platforms include the software bug testing 20.

(21) service Pay4Bugs, the grocery delivery service Instacart, and others. 2.2.3 OplusO. Awareness of environmental protection has yielded effective resources to use and reuse. Some people have started to exchange resources to improve their resources utility. For example, the accommodation service Airbnb combines visitors and homeowners. It first offered living quarters and breakfast for people who needed a place to stay for a night but were unable to book a hotel, but it is now a trusted marketplace for travelers to find a local host for short-term stays with low expenses. Car2Go is a similar example to Airbnb but for car sharing. Spare rooms and spare cars. 政治大. are exchanged through crowdsourcing platforms requested online and transacted offline. Thus, we named this type of crowdsourcing platform as Online plus Offline. 立. (OplusO) rather than online to offline or offline to online, which means resources are. ‧ 國. 學. online and offline and they are exchanged both online and offline instead of meaning online to offline or offline to online transaction process.. ‧. People provide or share (spare) resources on the platforms, and others who need them. sit. y. Nat. can find them easily, having different experiences with satisfaction. With excess utilization of resources, crowdsourcing platforms are a productive model for solving. io. n. al. er. this problem. Other applications such as the lending platform Zopa which helps. i n U. v. borrowers and lenders meet and match on the platform for the sake of money utility. Ch. engchi. (using and investment). Besides, group buying platforms are another example that extends the idea of effective utilization to resources. A merchant can provide many types of coupons to any customer who would like them. Both Groupon and GOMAJI are such platforms that are famous for providing consumers with coupon exchanges.. 2.2.4 Creation. There are many creative people in the world, yet not all of their work can be displayed to everyone in the world, and most of the time, they do not have sufficient supports especially money to realize their creation or their dreams. Thus, fundraising is a common phenomenon among these people. Kickstarter and Indiegogo are well-known crowdsourcing platforms for funding. They provide services for participation in 21.

(22) creative projects or public issues to be supported. People with ideas can post proposals on the platform to attract others who have something in common, and those who are willing to join them might donate money. Exposing ideas via the Internet has resulted in many heartwarming stories being spread worldwide. The story of Aktarer Zaman we mentioned earlier is just one example. There are many of this type of crowdsourcing platform around the world for the specific purposes of raising money and connecting to backers who share beliefs and support them.. 2.3 Service Participation and Virtuous Cycle Because crowdsourcing platforms have been used pervasively in many applications,. 政治大 requesting products or services on crowdsourcing platforms. We also attempted to 立 we attempted to explore what motivates people to participate in providing or. platform while catalyzing a virtuous cycle.. Nat. y. ‧. 2.3.1 Motivations of Service Participation. 學. ‧ 國. show how platform managers can maintain balanced supply and demand on the. sit. Revealing the motivations of crowds who actively participate in crowdsourcing. er. io. platforms and discovering why such participants are willing to contribute to the. al. n. v i n C h on crowdsourcing literature reveals that most participants e n g c h i U platforms are motivated by a broad variety of both extrinsic and intrinsic factors (Krishnamurthy, 2006; Erickson, platform are key topics (Hossain and Kauranen, 2015) for scholarly researchers. The. 2013; Zhao & Zhu, 2014). Ryan and Deci (2000) determined that extrinsic motivation regarding an activity being performed is important to attaining favorable outcomes. Furthermore, intrinsic motivation involves performing an activity for its inherent satisfaction rather than for some separable consequence.. Extrinsic motivations on crowdsourcing platforms include monetary rewards (Brabham, 2008b; Ipeirotis, 2010; Dholakia, 2010), reputation building (Brabham, 2008b, 2012; Cook, 2008; Chanal and Caron-Fasan, 2010), and perceived usefulness (Brabham, 2008b, 2012; Cook, 2008; Dholakia, 2010; Chanal and Caron-Fasan, 2010). When a task is complex, extrinsic motivations are more prevalent than intrinsic 22.

(23) motivations (Hossain and Kauranen, 2015), such as on Labor crowdsourcing platforms, in which crowds can earn financial rewards in exchange for their Labor. OplusO crowdsourcing platforms are also motivated more by extrinsic motivations, as crowds exchange spare resources for money.. By contrast, intrinsic motivations are prevalent on platforms for citizen journalism, citizen scientific research and public participation in state and community building, which includes Information and Creation crowdsourcing platforms (Hossain and Kauranen, 2015). Although Information crowdsourcing platforms might also have extrinsic motivations (i.e., monetary rewards), they have a sense of belonging because the crowds on the platform have something in common (i.e., a goal or belief). The. 治政 2008b, 2012; Ipeirotis, 2010; Chanal and Caron-Fasan,大 2010), self-expression 立 (Brabham, 2008b, 2012; Cook, 2008), learning or skill improvement (Brabham,. intrinsic motivations found on crowdsourcing platforms include enjoyment (Brabham,. ‧ 國. 學. 2008b, 2012; Chanal and Caron-Fasan, 2010), and recreational pastimes (Brabham, 2008b; Ipeirotis, 2010).. ‧. However, because only scant literature provides information about the motivations of. y. Nat. sit. two types of people participating in services on crowdsourcing platforms, we. al. er. io. aggregated several prior studies and studied multiple business cases collected from. n. online resources to complete this research and to provide some useful insights that. Ch. i n U. v. researchers and organizations can utilize to leverage crowdsourcing platforms in. engchi. augmenting their efforts. On the basis of the four types of crowdsourcing platforms that we have built, we examined more than twelve cases from the directory of crowdsourcing platform sites listed on Crowdsourcing.org in 2015 (Retrieved 12 February 2016, from http://www.crowdsourcing.org/directory). This organization is the leading source of crowdsourcing information, insights, and research and offers the largest online repository of news, articles, videos, and site information about crowdsourcing and is also supported by many experts in the crowdsourcing domain, such as Daren C. Brabham and Jeff Howe, who helped us explore more completed work about the motivations of service participation on two user groups in the crowdsourcing context. The preliminary results for each type are presented in Table 2 (Information Crowdsourcing Platforms), Table 3 (Labor Crowdsourcing Platforms), Table 4 (OplusO Crowdsourcing Platforms), and Table 5 (Creation Crowdsourcing 23.

(24) Platforms).. We then aggregated and headlined requestors’ and providers’ motivations for each type of crowdsourcing platform because Table 2 to Table 5 demonstrated only those motivations that drive both user groups who are willing to join onto the platform without integration. The results are shown in Table 14 to Table 23 in Appendix II, in which Table 14 to Table 18 represent the providers, whereas the remaining tables represent requestors. Notably, we found that motivations for each type of crowdsourcing platform are not exactly the same. Then, we simply distinguished their extrinsic and intrinsic motivations. The results are shown in Table 8 to Table 11 in chapter 4.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 24. i n U. v.

(25) Table 2.Motivations of Service Participation on Information Crowdsourcing Platforms R = Requestor, P = Provider.  .        . al.     . n. . io. Lim (2009).   . ‧. . iStock created the crowdsourced stock industry, giving artists a platform to make money by licensing their stock content to businesses and individuals around the world for use in a wide variety of projects.. Nat. Crowdsourcing.org (2010) http://www.crowdsourcing.or g/site/istockphoto/wwwistock photocomindexphp/1505. 政治大. Ch. Wikipedia (2001) R: Readers P: Editors. . iv. n engchi U . Wikipedia is a free online encyclopedia for everyone, written collaboratively by the people who use it..  .  25. Brabham (2008b). y. . . The opportunity to make money Improve one’s own creative skills A creative outlet for me For fun The opportunity to earn a reputation To produce photos, videos, and illustrations that one’s like A better way to make stock photography, video, and illustrations To build a network with other creative people Passes the time To build a network of friends. SOURCE. sit. . 立. Have embed codes on most of websites Low price and free use of photos Photos without watermark To have multiple times of use with royalty-free To get photos with affordable prices To have legal guarantee of using licensed photos Perception of information quality Cognitive need Affective need Tension release need Social needs For individual purpose Information evaluation self- efficacy Discover new information To verify accuracy. . er. . To get great photos Low price No license issue. MOTIVATION OF PROVIDER. 學. Mashable.com (2014) http://mashable.com/2014/03/ 05/getty-free-photoembeds/#.V9eEZ_UwEqZ.   . ‧ 國. Stockphotosecrets.com http://www.stockphotosecrets .com/buyers-guide/buy-stockphotography-online.html. INFORMATION CROWDSOURCING PLATFORM iStockphoto (2000) R: Businesses or Individuals P: Artists. MOTIVATION OF REQUESTOR. SOURCE. Wish to share knowledge Desire to fix errors Information should be freely available to everyone Llike Wikipedia’s philosophy Internet provides a better medium for encyclopedia than traditional media Altruism. Glott et al. (2010).

(26) Okoli et al (2014). INFORMATION CROWDSOURCING PLATFORM. MOTIVATION OF REQUESTOR. SOURCE     . Commercial aspects Knowledge source Ranking and popularity Perceptions of credibility Software for readership. MOTIVATION OF PROVIDER     . Reciprocity Community Reputation Autonomy Have sense of meaningfulness Self-determination Have sense of relatedness To grow company, brand, or identity. 政治大.  . To find the right information on deadline. . Altruistic. . A place to utter and be attention To easily pitch the press. . al. n. . . er. To get first hand sources To have someone interviewed for a life story No charge for a threetimes-a-day email to contact to interviewers A source to create a narrative. io. . Nat. . HARO provides journalists with a robust database of sources for upcoming stories and daily opportunities for sources to secure valuable media coverage.. y. . ‧ 國. Forbes (2009) http://www.forbes.com/2009/ 09/08/crowd-sourcingshankman-technologyinternet-haro.html NEWSOSAUR (2009) http://newsosaur.blogspot.tw/ 2009/04/he-makes-1-millioncrowdsourcing.html. . HARO (Help A Reporter Out) (2008) R: Press-hungry readers P: Crowd expertise. ‧. To cuts down on the chances of Google picking up the email addresses. 學. . sit. 立. Shankman.com (2009) http://shankman.com/haromaster-faq/. Ch. engchi. 26. i n U. v. SOURCE Kuznetsov (2006). Zhang and Zhu (2006). Shankman.com (2009) http://shankman.com/haromaster-faq/. Business Insider (2012) http://mobile.businessinsider. com/haroforbes-can-oneidiot-ruin-it-for-everyone-no2012-7 NEWSOSAUR (2009) http://newsosaur.blogspot.tw/ 2009/04/he-makes-1-millioncrowdsourcing.html.

(27) To get information To learn things. A thrash and fun site Do not need to keep real identity. . To ask any questions.  . Adamic et al. (2008). . Free to use To discover the best answer Intellectual property assessment system does not solicit the quiz entry The large knowledge exchange community To seek advice To gather opinions To satisfy one's curiosity. ‧ 國. io. al.     . Yahoo Answers (2012) https://answers.yahoo.com/inf o/product_tour. To earn points Do not need to keep real identity A thrash and fun site To answer any questions. Quora (2014) https://www.quora.com/Whic h-one-do-you-like-moreQuora-or-Yahoo-Answers Yahoo Answers https://answers.yahoo.com/inf o/product_tour Wikipedia https://en.wikipedia.org/wiki/ Yahoo!_Answers. To become contributors Be interesting specific topics. . top in. y . n.   . 政治大. Nat. . 立. Yahoo Answers is a community-driven Q&A site or a knowledge market from Yahoo! that allows users to both submit questions to be answered and answer questions asked by other users.. To share information or knowledge To make one's day. ‧.  . . SOURCE. 學. Quora (2014) https://www.quora.com/Whic h-one-do-you-like-moreQuora-or-Yahoo-Answers Yahoo Answers https://answers.yahoo.com/inf o/product_tour Wikipedia https://zh.wikipedia.org/wiki/ Yahoo!%E7%9F%A5%E8% AD%98%2B. . sit.  . MOTIVATION OF PROVIDER. The large knowledge exchange community. er. Yahoo Answers (2012) https://answers.yahoo.com/qu estion/index?qid=201204281 95255AAhJSjH. INFORMATION CROWDSOURCING PLATFORM Yahoo Answers (2005) R: Askers P: Answerers. MOTIVATION OF REQUESTOR. SOURCE. Ch. engchi. 27. i n U. v. Adamic et al. (2008).

(28) Table 3.Motivations of Service Participation on Labor Crowdsourcing Platforms R = Requestor, P = Provider.   DesignContest.com https://www.designcontest.co m/how-it-works/.     . al. n. . The process was easy The artists were eager to please To get access to thousands of artists Have a direct live-chat line with a rep Navigate through the site quickly Unlimited revisions Great price Receive copyright Have design file Delivery in a short time. io.  . 政治大.   . AMT is a marketplace for work, giving businesses and developers access to an on-demand, scalable workforce, and workers select from thousands of tasks and work whenever it's convenient.. . DesignContest (2003) R: Businesses P: Designers.  . design contests. Its services range from logo and print design to business cards and websites.. .     . iv n CDesignContest.com is theU h website i n g for c hgraphic leadinge . 28. Wide range of tasks The best trusted free work from home site To earn extra money No time limit The hits are easy and approved quite quickly Spend free time and earn some cash Secondary source of income Tasks are fun Unemployed or only have a part-time job To kill time Primary source of income Flexible payout options No additional transaction fee To earn money To concentrate on design To improve skills To build a personal profile Receive feedbacks Have great administration service.  .  . Sitejabber.com http://www.sitejabber.com/re views/www.mturk.com. Ipeirotis (2010). y. 立. Nat. Trustpilot.com https://www.trustpilot.com/re view/www.designcontest.com. To set price Diverse workforce Thousands of humans Quickly Qualification test Various payments.  . sit.      . ‧ 國. Forbes (2011) http://www.forbes.com/sites/b riancaulfield/2011/06/15/ama zon-mechanical-turk-willhook-you-up-with-porn-jobsthat-paypennies/#c09734c5ad3e. Low costs Do not be responsible for paying for benefits. SOURCE. ‧.  . MOTIVATION OF PROVIDER. 學. Crowdsourcing.org (2015) http://www.crowdsourcing.or g/editorial/the-sharingeconomy-debates-are-justgetting-started/50520. LABOR CROWDSOURCING PLATFORM AMT (Amazon's Mechanical Turk) (2005) R: Recruiters P: Workers. er. MOTIVATION OF REQUESTOR. SOURCE. DesignContest.com https://www.designcontest.co m/designers-join-us/.

(29)   . . . Nat. . io. al. n. .  TaskRabbit revolutes everyday work. Their sameday service platform instantly connects you with skilled Taskers to do your chores, so you can enjoy the things you love most.. 政治大.      . ‧. Pat4Bugs.com https://www.pay4bugs.com/. 立. One perk of the job Wanting to be in control of their own schedules Set their own rates of money The goofiest tasks To have the freedom to do everything To meet diverse crowd of people Have insurance groups To helping people To feel like you have someone backing you and supporting you. Pay4Bugs (2009) R: Developers P: Businesses Pay4Bugs is a software testing marketplace that makes it fast and easy to have your product tested by real people. Create testing assignments across different hardware, software, or even network connectivity. You set the price and pay only for valuable bug reports you approve.. Ch. engchi. 29. 學.    .  . y. . Desperate to get things done To outsource mundane chores Have made the process a snap Pop-up taskers The largest national network of contractors To pay by hour Saving time Review system To find pre-screened independent contractors willing to execute almost any odd job Fast and easy to test products To monitor testing assignments Have flexibility in testing scope and budget Run multiple testing assignments on the same project and offer custom bug bounties for each before lunch. MOTIVATION OF PROVIDER. sit. . ‧ 國. TIME.com (2015) http://time.com/money/37356 22/when-to-use-taskrabbit/. LABOR CROWDSOURCING PLATFORM TaskRabbit (2008) R: Askers P: Taskers. er. MOTIVATION OF REQUESTOR. SOURCE. i n U. v. SOURCE TIME.com (2015) http://time.com/money/37148 29/working-for-taskrabbit/.

(30) Table 4.Motivations of Service Participation on OplusO Crowdsourcing Platforms R = Requestor, P = Provider. MOTIVATION OF REQUESTOR. SOURCE. OPLUSO CROWDSOURCING PLATFORM Groupon (2008) R: Consumers P: Merchants. MOTIVATION OF PROVIDER. Chicago Magazine (2010) http://www.chicagomag.com/ Chicago-Magazine/August2010/On-Groupon-and-itsfounder-Andrew-Mason/ Groupon.com https://www.groupon.com/pre ss/about-groupon.   . To save money To save time Easy to use. . To get great experiences at a great value. Airbnb.com https://www.airbnb.com/help/ getting-started/how-itworks?locale=en. . Business Next (2016) http://www.bnext.com.tw/arti cle/view/id/39293 Business Next (2016) http://www.bnext.com.tw/arti cle/view/id/38813.  . Referral program to earn discounts. . Have insurance for loss or damage provided. Forbes http://www.forbes.com/pictur. . Trusted services. . Trusted services. 政治大.  . Groupon.com https://www.groupon.com/pre ss/about-groupon.  . n. To make new friends from the world Free to take picture of the house. ETtoday (2013) http://www.ettoday.net/news/ 20130522/211253.htm. To earn extra money. Business Next (2016) http://www.bnext.com.tw/arti cle/view/id/39293 Forbes (2013) http://www.forbes.com/sites/v anessagrout/2013/11/04/howto-use-airbnb-to-profit-fromyour-secondhome/#4ec128462f1d Forbes http://www.forbes.com/pictur. er. io. al. Airbnb (2008) R: Visitors P: Owners. sit. y. Groupon connects local commerce, increasing consumer buying power while driving more business to local merchants through price and discovery.. Dholakia (2010). ‧. Nat. . To book unique accommodations anywhere in the world A trusted service for booking a room To save money. Employee satisfaction Customer returning Customer buy more Effective in reaching new customers To have solutions to attract more customers To run their businesses better. 學. ‧ 國. 立.    . SOURCE. iv C Airbnb is a website for U n h tonlist,gfind, peoplee c handi rent lodging.. 30.

(31) . Automatical credit score level Limited upper loans Low entry barrier High accepted rate Looser criteria Wlecome young people and sendible borrowers Low rate loans.      .    . Zopa (2005) R: Borrowers P: Lenders. 立. 政治大 Zopa is the UK's largest peer-to-peer lending service. Zopa matches sensible borrowers looking for low rate loans with smart lenders looking for high interest on their money..   . sit. n. er. io MOTIVATION OF REQUESTOR. SOURCE flyingV https://www.flyingv.cc/tutoria l.     . Lower initial venture costs To raise money Water testing To explain themselves To convey their. es/eeji45emgkh/airbnbsnapgoods-and-12-morepioneers-of-the-shareeconomy/#56ab211d7226 Piskorski et al. (2011). y. Nat. al. Ch. Table 5.Motivations of Service Participation on Creation Crowdsourcing Platforms R = Requestor, P = Provider. An investment High financial return Low risk than in bank To control of their own investments Having extensive reporting tools Having a live community to discuss A credit score of borrowers. SOURCE. ‧. To make smaller loans Quickly service than banks. MOTIVATION OF PROVIDER. 學.  . ‧ 國. es/eeji45emgkh/airbnbsnapgoods-and-12-morepioneers-of-the-shareeconomy/#56ab211d7226 Forbes (2014) http://www.forbes.com/sites/g roupthink/2014/10/14/thedisappearance-of-peer-topeer-lending/#29ed88e50e6d Piskorski et al. (2011). OPLUSO CROWDSOURCING PLATFORM. MOTIVATION OF REQUESTOR. SOURCE. engchi. OPLUSO CROWDSOURCING PLATFORM flying (2012) R: Creators P: Backers. i n U. MOTIVATION OF PROVIDER    . flyingV is Taiwan's 31. v. To donate To get gift To pre-purchasing of products or experiences In line with expectations. SOURCE flyingV https://www.flyingv.cc/tutoria l.

(32) OPLUSO CROWDSOURCING PLATFORM crowdfunding platform for creative projects.. MOTIVATION OF REQUESTOR. SOURCE . personality To promote. MOTIVATION OF PROVIDER . Unique contents or ideas Being trusted. . n. al. . To spread the call for funding.  . . y. To pre-purchasing of products or experiences. sit. io. Idealware.org (2011) http://idealware.org/blog/noth ing-nothing-kickstarter-vsindiegogo#comment-5824. . Nat. Forbes (2013) http://www.forbes.com/sites/c hancebarnett/2013/09/09/don ation-based-crowdfundingsites-kickstarter-vsindiegogo/#60e5e4291558. Kickstarter is the world's largest funding platform for creative projects. A home for film, music, art, theater, games, comics, design, photography, and more.. We are friends We are fans Have intrigued by the project To get rewards A known entity. Ch. engchi. i  n U. Indiegogo (2007) R: Creators P: Backers As the largest global site for. 32. The New York Times (2013) http://www.nytimes.com/201 3/02/10/magazine/whywould-you-ever-give-moneythrough-kickstarter.html?_r=0. ‧.  .   . Kickstarter (2009) R: Creators P: Backers. er.  . 立. A meeting place for entrepreneurs and investors To explain themselves To convey their personality A known entity To build friendships and communities To raise money for art creation. ‧ 國. . 政治大. 學. The New York Times (2013) http://www.nytimes.com/201 3/02/10/magazine/whywould-you-ever-give-moneythrough-kickstarter.html?_r=0. SOURCE. . v. Having restrict rules. To pre-purchasing of products or experiences. Forbes (2013) http://www.forbes.com/sites/c hancebarnett/2013/09/09/don ation-based-crowdfundingsites-kickstarter-vsindiegogo/#60e5e4291558 Business Next (2016) http://www.bnext.com.tw/arti cle/view/id/38503 Forbes (2013) http://www.forbes.com/sites/c hancebarnett/2013/09/09/don ation-based-crowdfundingsites-kickstarter-vsindiegogo/#60e5e4291558.

(33) MOTIVATION OF REQUESTOR . To raise money for any. . To be undertaken outside the academic system. 立. Have trust and safety control.  . To follow up new updates To get perks. . Have large projects. 政治大. ‧ y. Nat. io. sit. . It is open for anyone around the world A flexible project. . ‧ 國. . MOTIVATION OF PROVIDER. 學. Wired Magazine (2015) http://www.wired.com/2015/1 1/the-uncertain-world-ofcrowdfunding-lawyer-feesand-bail Weigmann, K. (2013). Tapping the crowds for research funding. EMBO reports, 14(12), 1043-1046. doi:10.1038/embor.2013.180 Business Next (2016) http://www.bnext.com.tw/arti cle/view/id/38503. OPLUSO CROWDSOURCING PLATFORM fundraisers, Indiegogo helps individuals, groups and nonprofits raise money online to make their ideas a reality.. n. al. er. SOURCE. Ch. engchi. 33. i n U. v. SOURCE Wired Magazine (2015) http://www.wired.com/2015/1 1/the-uncertain-world-ofcrowdfunding-lawyer-feesand-bail Crowd Watch (2015) http://crowdwatch.tw/reports/ 150. TechOrange (2013) http://buzzorange.com/techor ange/2013/08/09/kickstarterand-indiegogo-who-is-boss.

(34) 2.3.2 Managing Crowdsourcing Platforms in a Virtuous Cycle. Crowdsourcing taps global input for work, but it increases complexity (Olson & Rosacker, 2012). It has also changed traditional industry chains and work structures, and businesses that have adopted crowdsourcing platforms as their business model have demanded new approaches to strategy (Eisenmann et al., 2006). It is imperative to define the CFs of service participation on crowdsourcing platforms to arrive at a clear understanding of virtuous cycles that work on crowdsourcing platforms in which two separate user groups can have their needs and wants fulfilled on the platform. Because CFs are guides that are necessary for an organization or a project to achieve its mission, they can be defined as activities that are required to ensure the success of. 治政大 successful performance (Rockart, 1979). 立. a company or an organization in which the results, if they are satisfactory, will assure. ‧ 國. 學. Businesses with network effects face unique barriers in attracting an initial group of users (Coles and Edelman, 2011). In a crowdsourced two-sided platform with network. ‧. effects, the value of user participation depends on the number of other users. In addition, sustaining participants return to reuse the platform, and maintaining the. y. Nat. sit. balance between providers and requestors on the platforms is difficult. Thus, our third. al. er. io. research question focuses on how to balance supply and demand on the platforms and. n. make them work in a virtuous manner.. Ch. engchi. i n U. v. Issues involving such platform management include network effects, technology revolutions, building robust two-sided markets, and so forth. Platform managers should execute certain policies to facilitate supply and demand on the platform to ensure that it grows in a virtuous manner. Based on the previous literature, we developed a conceptual framework of crowdsourcing platforms with pre-determined CFs that generally facilitate supply and demand on the platforms for purposes of investigating the virtuous cycles of service participation on crowdsourcing platforms (see Figure 1). These CFs can be separated into three dimensions: technology, strategy, and operation.. 34.

(35) Cross-side Network Effects. Requestor. Provider. Same-side Network Effects. Same-side Network Effects Pricing. Platform. Differentiation. Scalability. Trust & Safety Channel & Promotion. Figure 1.Conceptual Framework of CFs for Virtuous Cycle of Crowdsourcing Platforms. 立. Technology. 政治大. Had the Internet, ICT, and CAMS not have been created, we would never have seen. ‧ 國. 學. the fierce emergence of platform business models. In addition, technology implementation can differentiate services (i.e., specify economies of scope) and lower. ‧. costs (i.e., diminish marginal costs). For example, crowdsourcing platforms typically. y. Nat. build a website or an app that makes it easy to create or access products or services,. sit. revolutionizing transaction processes, making them simpler and more convenient for. er. io. users. Spagnoletti et al. (2015) proposed a fundamental architecture for digital. al. n. v i n services ensure that the content C andhservice activities occurring on the platform are engchi U reliable. Interface includes the user interface, operating system, protocols, and platforms, consisting of core, interface, and complements. Core IT application. application programming interfaces. Complements IT capabilities are consistent with the core and interface and, in particular, fit users’ needs and desires for certain functions. In addition, according to previous motivation studies, ease of use and the aesthetics of a platform are considered two of the motivations that draw crowds to join a platform (Brabham, 2012).. Thanks to network effects, which can be positive or negative and are sometimes accompanied by switching costs, participants easily come and go, depending on the value of the provided or requested products or services. For platform managers, they theoretically cut market segmentation into relatively weak network effects and low 35.

(36) switching cost, although strong network effects always bring numerous people – and other benefits – in. Technology not only revolutionizes work structures such as technological convergence and simplifies transaction modes but also – along with the benefits of network effects – rapidly expands economies of scale and business reputation. In the user-generated context, with two distinct user groups on crowdsourcing platforms, these platforms catalyze a virtuous cycle with scalability, and more demand from one user group spurs more from the other, when successful (Eisenmann et al., 2006). They also noted three key strategy challenges that a successful two-sided platform should address: setting the correct pricing strategy, coping with winner-take-all competition, and avoiding envelopment.. 治政 services along with the core of technology, interfaces of大 technology, and complements 立 of technology. In addition, the platform helps lower the costs of platform operations To sum up, critical factors in technology are that the platform provides differentiated. ‧ 國. 學. and control scalability while network effects cause effect.. ‧. Strategy. It is imperative that a manager understands the conditions of the company, planning. y. Nat. sit. strategies to respond to challenges that are confronted in the market environment and. al. er. io. making decisions to resolve every problem. Value creation is frequently associated. n. with high risk, although the purpose of the strategy is to create values and manage. Ch. i n U. v. risks. The efforts for a platform manager have mainly focused on mechanisms that. engchi. control platform users’ communications and interactions. First, technical proposals should be on time to avoid moving too early or too late (Eisenmann, 2008). As long as business activities have a certain level of complexity, timing is always important. There are many examples of failure in history. Markets may not be ready if they are launched too early, whereas competitors have been shot if we do not prepare or respond late. Once we are able to discern the structure of the timing behind the event, managers can do the right things at the right time.. Second, price is one of the financial incentives that link to other issues. Krishnamurthy (2006) suggested investigating four factors that might impact participants’ motivations: financial incentives, the nature of the task, group size, and group structure. A platform manager sticks to the platform’s value proposition, which 36.

(37) typically starts with a market segmentation to differentiate the competitors, as reasonable pricing can attract crowds and satisfy their needs and wants. People care about a company’s core business service and development. If they receive good value in the products or services from a platform, they will identify with the company, helping build a robust community to some extent. Brabham (2012) also reported that the crowds on crowdsourcing platforms feature collective intelligence and crowd wisdom, indicating that a common goal is important for gathering them together. Providing vouchers or bundle pricing for products or services are other incentive strategies that can sustain people using and re-using, and these are typically together with promotions in operational aspect.. 治政大 intellectual property includes being familiar with characteristics of inner resources, 立 (IP) management, and accessing and utilizing outer resources. Using the type of Labor In addition, resource allocation is another imperative deployment of strategy that. ‧ 國. 學. and OplusO crowdsourcing platform as examples, the provided and requested products or services on the platform are extended using idle resources, such as. ‧. recruiters who find unemployed turks to perform activities on AMT or house owners who offer vacant rooms to travelers on Airbnb. However, requested and provided. y. Nat. sit. services or products on the other two types of platform are the same as for the concept. al. er. io. of sharing, yet IP management (Eisenmann, 2008) is increasingly the subject of. n. attention and discussions. Providers on these two types are eager to receive certain. Ch. i n U. v. benefits while providing benefits, except for those who are engaged in altruism. On. engchi. the other hand, requestors typically desire to have things offered at low prices or even free. Therefore, as a manager, to see and to understand the characteristics of inner resource and IP management is important to developing strategies. Last, accessing and utilizing outer resources helps consolidate and expand business territory.. To sum up, it is critical strategically that platform managers seize the value proposition of the business at the right time, with good pricing plans, and by understanding resources and their utilization.. Operation Strategy operations are particularly significant after strategies are deployed. These operations should be executed precisely to help the procedures of daily routines, 37.

(38) operations among systems, and the execution of various projects in a business. In addition, sales channels, promotional campaigns, and other mechanisms involving regulations help an organization’s operations. To reach target users, according to BusinessDictionary.com, a sales channel can bring products or services to market so that they can be purchased by consumers. Through sales channels, products or services can be sold directly from physical or online stores to users, or they can be sold by an intermediary (such as a retailer or a dealer) to users. On the other hand, promotional campaigns, which typically use different media resources, such as the Internet, newspapers, television, radio, print advertising, and holding an exhibition, in particular, push the sales of products or services to target users as well.. 治政大With ubiquitous mobile warned that mobile has reprogrammed consumers’ brains. 立 apps, people now turn to their smartphones for everything. For example, people ask. Due to the ease with which users can interact over the Internet, Schadler et al. (2014). ‧ 國. 學. their smartphones, “What are the best places to visit in Taipei?” and expect a list in response immediately. This Pavlovian response is the mobile mind shift and these. ‧. authors also warned that the new competitive battleground is the mobile moment. Moreover, their book, The Mobile Mind Shift, stressed understanding and grasping. y. Nat. sit. mobile moments whenever user needs are encountered because technology has. er. io. empowered people and transformed business. Moreover, grasping mobile moments includes understanding target users’ mobile strength and reaching users’ mobile. n. al. Ch. i n U. v. expectations and behaviors. As we have discussed in section 2.1.4 , platform. engchi. managers should execute mechanisms to confront the impact of mobile mind shifts, such as online to offline commerce and should remember to use the suggested IDEA cycle, which was introduced in The Mobile Mind Shift to enhance users’ attraction and retention.. Finally, to be concerned with operations involves constructing a safe and trusted transaction environment; according to our study of users’ motivations related to service participations, it is vital to both sides to join onto a platform. For example, avoiding licensing issues and protecting IP make people believe that the platform is safe, whereas having a review system makes people believe that the platform is trusted. Thus, platform managers should construct a safe and trusted mechanism for their business to win users’ confidence and reliability. 38.