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ABSTRACT
INTRODUCTION
THEORETICAL FRAMEWORK
Employee engagement
Innovation behaviour
In recent years, researchers recognise that the pursuit of the implications and
benefits of crowdsourcing requires proper design of the entire endeavour,
focusing on creating an organisational environment conducive to crowdsourcing,
necessary to effectively acquire knowledge from virtual communities and a
change in the approach to work [6].
Extensive analyses suggest that not only the infrastructure and functionality
of the crowdsourcing platform, appropriate designing and assigning of tasks to
members of the virtual community, trust [5] are important for crowdsourcing, but
also the engagement of the organisation's employees. It is assumed that employee
engagement plays a key role in the implementation of crowdsourcing. This
particularly affects the acceptance of ideas acquired through crowdsourcing, the
perception of benefits and their use in professional work. Without this,
crowdsourcing will not be accepted by employees, and knowledge gained in this
way will not be used by them.
The data used in the research come from an online survey conducted among
a representative sample of the managerial staff of municipal offices in Poland.
The research was carried out from January 2018 to June 2018. At that time, an e-
mail invitation was sent to complete an online survey to all 930 municipal offices
in Poland. In total, 501 correctly completed survey questionnaires were received
(response rate of 53.87%). Basing on the responses obtained, the offices that have
not implemented and have not been using crowdsourcing were excluded from
further analysis. As a result, 205 municipal offices in Poland reaching for
crowdsourcing were identified. The municipal offices participating in the survey
were located in cities with up to 20,000 inhabitants (55.49%), employing between
50 and 99 people (45.51%). The respondents were women (59.68%) in the age
group of 41-50 years, (33.73%), employed in managerial positions (79.44 %),
with seniority over 10 years (68.26%), with higher education (97.00%).
RESULTS
Hypotheses testing
dimensions
Variables/
Mean
AB
DE
SD
EE
VI
IG
IB
IP
C
Employee 0,90 3,79 0,72 1
engagemen
t (EE)
Vigor (VI) 0.94 3,53 0,84 0.935** 1
The study conducted also supports the previous literature on the importance
of employee engagement for crowdsourcing. The literature indicates that
employee engagement is support and a requirement for crowdsourcing activities.
The findings obtained do not confirm the opinions presented in the literature,
employee engagement as a mutually beneficial type of mutual relations, where
the employer and employee undertake actions that go far beyond mutual formal
commitments - directly contributes to the acceptance and willingness to use
crowdsourcing solutions by employees. What is more, according to the theory of
social exchange, it is necessary for both parties to observe the rules of exchange,
which usually entail reciprocity and repaying. That is why crowdsourcing requires
more than just employee engagement. This study contributes to the literature in
two ways. First, it deals with a gap in literature, responding to recent problems
connected with employee engagement and crowdsourcing. Second, it fills the gap
between literature on employee engagement and innovative behavior, providing
empirical evidence, suggesting that crowdsourcing is, in the context of public
organizations, not contributing to the growth of these relationships.
The tests conducted have some limitations. First of all, the results are limited
since the study was conducted only in one region, i.e. in Poland, and the data were
collected from public organisations, more precisely municipal offices. Although
our study of the literature in this area leads us to expect that our findings are likely
to be applicable to some other national contexts and other organizations, future
research should test the hypothesis with data from other contexts. Nevertheless,
the conducted research may and, according to the author, should be a starting point
for further analyses connected with the issue of employee engagement. Future
research can test the impact of other structures, such as employee motivation and
employee commitment in the relationship between employee engagement and
innovation behaviour.
ACKNOWLEDGEMENTS
This project was financed from the funds provided by the National Science
Centre, Poland awarded on the basis of decision number DEC-
2016/21/D/HS4/01791.
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