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Managing the Human Cloud

机译:管理人云

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摘要

Online crowdsourcing platforms are growing at double-digit rates and are starting to attract the attention of large companies. Just as cloud computing offers unconstrained access to processing capacity and storage, what the authors call the "human cloud" promises to connect businesses to millions of workers on tap, ready to perform tasks and solve problems that range from the simple to the complex. Although the initial concept for the human cloud was to create an eBay-like marketplace for talent and labor, there were obstacles. The simple auction model seemed ill-suited for large, complex undertakings. The model was also often perceived as too risky by managers, who had a hard time developing "virtual" rapport with workers. Today, four new human cloud models have developed, each aiming to overcome these problems in a distinct way: 1. The Facilitator model connects suppliers and buyers directly through a bidding process but offers increased visibility into the supplier's identity and work processes. Elance and oDesk are examples of this model. 2. The Arbitrator model enables buyers to compare the inputs of multiple providers before choosing which to purchase. Arbitrator platforms such as CrowdSpring and InnoCentive follow this approach. 3. The Aggregator model breaks down a job, such as proofreading, translation, transcription or tagging, into tiny bits of work - microtasks - and finds workers willing to complete these tasks, sometimes in the context of a game. Platforms like Amazon Mechanical Turk and CrowdFlower offer such capabilities. 4. The most sophisticated model, the Governor, provides project management, supplier certification and quality control to assure qualified coordination and management of complex projects. The authors note that harnessing the human cloud's power will - as with earlier outsourcing waves - require hard work and learning. Buyers may find it helpful to think about managing a human cloud initiative much the same way that they manage the main phases of any outsourcing engagement.
机译:在线众包平台正以两位数的速度增长,并开始吸引大公司的注意力。正如云计算提供对处理能力和存储的不受限制的访问一样,作者称之为“人云”的承诺将使企业与数百万的工作人员联系起来,随时可以执行任务并解决从简单到复杂的问题。尽管人类云的最初概念是创建类似于eBay的人才和劳动力市场,但仍然存在障碍。简单的拍卖模式似乎不适用于大型,复杂的业务。管理者常常认为该模型过于冒险,因为他们很难与工人建立“虚拟”关系。如今,已经开发了四个新的人类云模型,每个模型都旨在以独特的方式克服这些问题:1.促进者模型通过招标过程直接将供应商和购买者联系起来,但可以提高对供应商身份和工作流程的了解。 Elance和oDesk是此模型的示例。 2.仲裁员模型使购买者可以在选择购买者之前比较多个提供商的投入。诸如CrowdSpring和InnoCentive之类的仲裁器平台都遵循这种方法。 3. Aggregator模型将诸如校对,翻译,转录或标记之类的工作分解为一小部分工作-微任务-并找到愿意完成这些任务的工人,有时是在游戏中。诸如Amazon Mechanical Turk和CrowdFlower之类的平台提供了此类功能。 4.最复杂的模型,总督提供项目管理,供应商认证和质量控制,以确保对复杂项目进行合格的协调和管理。作者指出,与早期的外包浪潮一样,利用人云的力量将需要艰苦的工作和学习。买家可能会发现,与管理任何外包业务的主要阶段相同的方式来考虑管理人云计划会有所帮助。

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  • 来源
    《MIT Sloan Management Review》 |2013年第2期|23-3291|共11页
  • 作者单位

    IESE Business School, University of Navarra;

    Kogod School of Business, American University;

    E.J. Ourso College of Business, Louisiana State University;

    W.P. Carey School of Business, Arizona State University;

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