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Exploring the design elements of open evaluation

  • Purpose: Firms increasingly integrate a wide range of actors in the early ideation and concept creation phases of innovation processes leading to the collection of a large number of ideas. This creates the challenge of filtering the most promising ideas from the large number of submissions. The use of external stakeholders into the evaluation and selection of submissions (i.e., open evaluation) might be a viable alternative. This paper provides a stateof-the-art analysis on how such open evaluation systems are designed and structured. Design/methodology/approach: Since open evaluation is a new phenomenon, an exploratory qualitative research approach is adopted. 122 instances of open evaluation in 90 innovation contest cases (selected out of 400 cases) are examined for their design elements. Findings: This research reveals that open evaluation systems are configured in many different ways. In total, 32 design elements and their respective parameters are identified and described along the six socio-technical system components of an open evaluation system. This study allows for a comprehensive understanding of what open evaluation is and what factors need to be taken into consideration when designing an open evaluation system._x000D_ Practical implication: Scholars and professionals may draw insights on what design choices to make when implementing open evaluation. Originality/value: The comprehensive analysis performed in his study contributes to research on open and user innovation by examining the concept of open evaluation. In particular, it extends knowledge on design elements of open evaluation systems. Keywords: Open evaluation, open innovation, innovation contests

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Document Type:Article
Author:Jörg B. A. Haller, Vivek K. VelamuriORCiD, Dirk SchneckenbergORCiD, Kathrin M. MösleinORCiD
Chairs and Professorships:Chair of Entrepreneurship and Technology Transfer
Center:Center for Leading Innovation and Cooperation (CLIC)
Year of Completion:2017
In: Journal of Strategy and Management, 10 (2017) 1, 40-65