Jean-Fabrice Lebraty is Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. He specializes in the management of information and communication systems and his research notably concerns decision-making and the links between crowd and information technology.Katia Lobre-Lebraty is Associate Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. She specializes in management control and strategic management and her research concerns both the modes of governance of organizations and Open Data.

• INTRODUCTION  ixI.1. A typology of management situations  xI.2. Crowdsourcing: a multifaceted concept  xiiACKNOWLEDGMENTS   xvCHAPTER 1. A TURBULENT AND PARADOXICAL ENVIRONMENT  11.1. Economic financialization and its challenges   11.2. The mass diffusion of the Internet and its consequences 31.3. The paradoxical coexistence of scarcity and abundance around data 41.4. Unique simultaneity of crisis and immobilism 81.4.1. The online banking sector   91.4.2. The postal sector    101.4.3. The television sector   111.4.4. The training sector: French universities 121.4.5. The conclusion to be drawn from these cases: the crowd remains an underexploited resource   13CHAPTER 2. CROWDSOURCING: A NEW FORM OF EXTERNALIZATION   152.1. The concept of externalization  172.2. The idea of relationships   182.3. The concept of a crowd  192.3.1. The connected crowd  212.3.2. Understanding the crowd   232.3.3. Crowds and experts 26CHAPTER 3. CROWDSOURCING AND VALUE CREATION 293.1 Creation of value    303.2. What type of value?   343.3 What type of crowd?  353.4 Towards an adapted business model 40CHAPTER 4. FORMS OF CROWDSOURCING 474.1. Crowdjobbing   494.1.1. What is it?   504.1.2. Why it works     514.1.3. Limitations  524.1.4. The future   534.2. Crowdwisdom   554.2.1. What is it?   564.2.2. Why it works     564.2.3. Limitations  574.2.4. The future   574.3. Crowdfunding   584.3.1. What is it?   584.3.2. An illustrative example     594.3.3. Why it works     614.3.4. Limitations  634.3.5. The future   644.4. Crowdsourcing and forecasting    654.4.1.What is it?   654.4.2. An illustrative example     664.4.3. Why it works     684.4.4. Limitations  684.4.5. The future   684.5. Crowdsourcing and innovation    694.5.1. What is it?   704.5.2. Why it works     724.5.3. Limitations  734.5.4. The future   754.6. Crowdsourcing and authenticity (C&A)  754.6.1. What is it?   764.6.2. Why it works     774.6.3. Limitations  784.6.4. The future   794.7. Crowdauditing   804.7.1. What is it?   814.7.2. Why it works     824.7.3. Limitations  834.7.4. The future   844.8. Crowdcontrol 854.8.1. What is it?   854.8.2. Why it works     864.8.3. Limitations  864.8.4. The future   874.9. Crowdcuration   884.9.1. What is it?   884.9.2. An illustrative example     894.9.3. Why it works     904.9.4. Limitations  914.9.5. The future   924.10. Crowdcare   934.10.1. What is it?    934.10.2. An illustrative example    944.10.3. Why it works    964.10.4. Limitations    964.10.5. The future  96CHAPTER 5. THE DANGERS OF CROWDSOURCING  97CHAPTER 6. THE FUTURE OF CROWDSOURCING    101CONCLUSION 107BIBLIOGRAPHY  109INDEX     119

Jean-Fabrice Lebraty is Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. He specializes in the management of information and communication systems and his research notably concerns decision-making and the links between crowd and information technology.Katia Lobre-Lebraty is Associate Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. She specializes in management control and strategic management and her research concerns both the modes of governance of organizations and Open Data.

• INTRODUCTION  ixI.1. A typology of management situations  xI.2. Crowdsourcing: a multifaceted concept  xiiACKNOWLEDGMENTS   xvCHAPTER 1. A TURBULENT AND PARADOXICAL ENVIRONMENT  11.1. Economic financialization and its challenges   11.2. The mass diffusion of the Internet and its consequences 31.3. The paradoxical coexistence of scarcity and abundance around data 41.4. Unique simultaneity of crisis and immobilism 81.4.1. The online banking sector   91.4.2. The postal sector    101.4.3. The television sector   111.4.4. The training sector: French universities 121.4.5. The conclusion to be drawn from these cases: the crowd remains an underexploited resource   13CHAPTER 2. CROWDSOURCING: A NEW FORM OF EXTERNALIZATION   152.1. The concept of externalization  172.2. The idea of relationships   182.3. The concept of a crowd  192.3.1. The connected crowd  212.3.2. Understanding the crowd   232.3.3. Crowds and experts 26CHAPTER 3. CROWDSOURCING AND VALUE CREATION 293.1 Creation of value    303.2. What type of value?   343.3 What type of crowd?  353.4 Towards an adapted business model 40CHAPTER 4. FORMS OF CROWDSOURCING 474.1. Crowdjobbing   494.1.1. What is it?   504.1.2. Why it works     514.1.3. Limitations  524.1.4. The future   534.2. Crowdwisdom   554.2.1. What is it?   564.2.2. Why it works     564.2.3. Limitations  574.2.4. The future   574.3. Crowdfunding   584.3.1. What is it?   584.3.2. An illustrative example     594.3.3. Why it works     614.3.4. Limitations  634.3.5. The future   644.4. Crowdsourcing and forecasting    654.4.1.What is it?   654.4.2. An illustrative example     664.4.3. Why it works     684.4.4. Limitations  684.4.5. The future   684.5. Crowdsourcing and innovation    694.5.1. What is it?   704.5.2. Why it works     724.5.3. Limitations  734.5.4. The future   754.6. Crowdsourcing and authenticity (C&A)  754.6.1. What is it?   764.6.2. Why it works     774.6.3. Limitations  784.6.4. The future   794.7. Crowdauditing   804.7.1. What is it?   814.7.2. Why it works     824.7.3. Limitations  834.7.4. The future   844.8. Crowdcontrol 854.8.1. What is it?   854.8.2. Why it works     864.8.3. Limitations  864.8.4. The future   874.9. Crowdcuration   884.9.1. What is it?   884.9.2. An illustrative example     894.9.3. Why it works     904.9.4. Limitations  914.9.5. The future   924.10. Crowdcare   934.10.1. What is it?    934.10.2. An illustrative example    944.10.3. Why it works    964.10.4. Limitations    964.10.5. The future  96CHAPTER 5. THE DANGERS OF CROWDSOURCING  97CHAPTER 6. THE FUTURE OF CROWDSOURCING    101CONCLUSION 107BIBLIOGRAPHY  109INDEX     119

Jean-Fabrice Lebraty is Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. He specializes in the management of information and communication systems and his research notably concerns decision-making and the links between crowd and information technology.Katia Lobre-Lebraty is Associate Professor of management sciences at IAE (Business School) at Jean Moulin – Lyon 3 University in France and a member of the research laboratory Magellan EA3713. She specializes in management control and strategic management and her research concerns both the modes of governance of organizations and Open Data.

• INTRODUCTION  ixI.1. A typology of management situations  xI.2. Crowdsourcing: a multifaceted concept  xiiACKNOWLEDGMENTS   xvCHAPTER 1. A TURBULENT AND PARADOXICAL ENVIRONMENT  11.1. Economic financialization and its challenges   11.2. The mass diffusion of the Internet and its consequences 31.3. The paradoxical coexistence of scarcity and abundance around data 41.4. Unique simultaneity of crisis and immobilism 81.4.1. The online banking sector   91.4.2. The postal sector    101.4.3. The television sector   111.4.4. The training sector: French universities 121.4.5. The conclusion to be drawn from these cases: the crowd remains an underexploited resource   13CHAPTER 2. CROWDSOURCING: A NEW FORM OF EXTERNALIZATION   152.1. The concept of externalization  172.2. The idea of relationships   182.3. The concept of a crowd  192.3.1. The connected crowd  212.3.2. Understanding the crowd   232.3.3. Crowds and experts 26CHAPTER 3. CROWDSOURCING AND VALUE CREATION 293.1 Creation of value    303.2. What type of value?   343.3 What type of crowd?  353.4 Towards an adapted business model 40CHAPTER 4. FORMS OF CROWDSOURCING 474.1. Crowdjobbing   494.1.1. What is it?   504.1.2. Why it works     514.1.3. Limitations  524.1.4. The future   534.2. Crowdwisdom   554.2.1. What is it?   564.2.2. Why it works     564.2.3. Limitations  574.2.4. The future   574.3. Crowdfunding   584.3.1. What is it?   584.3.2. An illustrative example     594.3.3. Why it works     614.3.4. Limitations  634.3.5. The future   644.4. Crowdsourcing and forecasting    654.4.1.What is it?   654.4.2. An illustrative example     664.4.3. Why it works     684.4.4. Limitations  684.4.5. The future   684.5. Crowdsourcing and innovation    694.5.1. What is it?   704.5.2. Why it works     724.5.3. Limitations  734.5.4. The future   754.6. Crowdsourcing and authenticity (C&A)  754.6.1. What is it?   764.6.2. Why it works     774.6.3. Limitations  784.6.4. The future   794.7. Crowdauditing   804.7.1. What is it?   814.7.2. Why it works     824.7.3. Limitations  834.7.4. The future   844.8. Crowdcontrol 854.8.1. What is it?   854.8.2. Why it works     864.8.3. Limitations  864.8.4. The future   874.9. Crowdcuration   884.9.1. What is it?   884.9.2. An illustrative example     894.9.3. Why it works     904.9.4. Limitations  914.9.5. The future   924.10. Crowdcare   934.10.1. What is it?    934.10.2. An illustrative example    944.10.3. Why it works    964.10.4. Limitations    964.10.5. The future  96CHAPTER 5. THE DANGERS OF CROWDSOURCING  97CHAPTER 6. THE FUTURE OF CROWDSOURCING    101CONCLUSION 107BIBLIOGRAPHY  109INDEX     119