{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,10,17]],"date-time":"2025-10-17T13:50:36Z","timestamp":1760709036337,"version":"3.41.2"},"reference-count":48,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2016,4,11]],"date-time":"2016-04-11T00:00:00Z","timestamp":1460332800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,4,11]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 The purpose of this paper is to examine the different heuristics adopted by a crowd and a management committee to evaluate new product proposals, and whether, in assessing the value of proposals, they emphasize different features. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 The study takes a quantitative analysis approach to study an internal innovation contest held by the biotechnology company Novozymes. The contest generated 201 proposals that were evaluated by 109 research and development professionals by means of a virtual preference market, and by a management committee. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The crowd and the committees\u2019 assessments of the value of the proposals were based on different features. The committee emphasized experience and inventors\u2019 seniority; the crowd set more store on informative idea descriptions but penalized overly complex and lengthy proposals. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title>\n               <jats:p> \u2013 The design of the innovation contest does not allow full comparison of the preference functions of crowd and committee. The findings from this case study cannot be generalized. The early stage of new product development seems fruitful for investigating crowdsourcing and knowledge management. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 Firms should consider adopting preference markets for idea screening and evaluation since they appraise ideas from different angles compared to managers. However, they complement, rather than substitute managerial evaluation, especially in the case of more detailed proposals. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 This is one of the first attempts to identify differences in the decision-making processes of crowds and committees. The paper identifies their strengths as evaluators of new product ideas and finds that the \u201cwisdom of crowds\u201d has some limitations in relation to the ability to process complex information.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/imds-07-2015-0320","type":"journal-article","created":{"date-parts":[[2016,3,31]],"date-time":"2016-03-31T05:00:05Z","timestamp":1459400405000},"page":"603-619","source":"Crossref","is-referenced-by-count":10,"title":["How preference markets assist new product idea screening"],"prefix":"10.1108","volume":"116","author":[{"given":"Giancarlo","family":"Lauto","sequence":"first","affiliation":[]},{"given":"Finn","family":"Valentin","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020121700433729700_b1","doi-asserted-by":"crossref","unstructured":"Adamczyk, S.\n               , \n                  Bullinger, A.C.\n                and \n                  M\u00f6slein, K.M.\n                (2012), \u201cInnovation contests: a review, classification and outlook\u201d, \n                  Creativity and Innovation Management\n               , Vol. 21 No. 4, pp. 335-360.","DOI":"10.1111\/caim.12003"},{"key":"key2020121700433729700_b2","doi-asserted-by":"crossref","unstructured":"Afuah, A.\n                and \n                  Tucci, C.L.\n                (2012), \u201cCrowdsourcing as a solution to distant search\u201d, \n                  Academy of Management Review\n               , Vol. 37 No. 3, pp. 355-375.","DOI":"10.5465\/amr.2010.0146"},{"key":"key2020121700433729700_b3","doi-asserted-by":"crossref","unstructured":"Bayus, B.L.\n                (2013), \u201cCrowdsourcing new product ideas over time: an analysis of the Dell IdeaStorm community\u201d, \n                  Management Science\n               , Vol. 59 No. 1, pp. 226-244.","DOI":"10.1287\/mnsc.1120.1599"},{"key":"key2020121700433729700_b4","doi-asserted-by":"crossref","unstructured":"Behrens, J.\n               , \n                  Ernst, H.\n                and \n                  Shepherd, D.A.\n                (2014), \u201cThe decision to exploit an R\n\t\t\t\t\t&\n\t\t\t\tD project: divergent thinking across middle and senior managers\u201d, \n                  Journal of Product Innovation Management\n               , Vol. 31 No. 1, pp. 144-158.","DOI":"10.1111\/jpim.12085"},{"key":"key2020121700433729700_b5","doi-asserted-by":"crossref","unstructured":"Bentzen, E.\n               , \n                  Christiansen, J.K.\n                and \n                  Varnes, C.J.\n                (2011), \u201cWhat attracts decision makers\u2019 attention? 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