Their skill was to build an informal network . Iof relationships with executive. Is and business managers which allow them to resist ing stereotyp as either compliance. I champions or business partners. Instead they creat and shap the perception of their. I role which was of their own making a careful balancing act tween keeping one s distance and staying involv.
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Pages download.aspx name .pdf pdf Wisdom or. I Madness Comparing Crowds with Expert Evaluati. Ion in Funding the Arts By Mollick Ethan R. and Ramana Nanda ABSTRACT—In fields as diverse as technology entrepreneurshi. Ip and the arts crowds of interest stakeholders are increasi. Ingly responsible for deciding which innovations to fund a Italy Phone Number List privilege that was previously reserv for a few experts such as ventu. Ire capitalists and grant‐making bodies. Little is known about the degree to which the crowd differs from experts in judging which i. Ideas to fund and inde whether the crowd is even rational i. In making funding decisions. Drawing on a panel of national experts and comprehensive data from the largest crowdfunding site we examine funding decisions for propos theater projects a category where expert and crowd preferences might expect to differ greatly.
We instead find substantial agreement
Tween the funding decisions of crowds and experts. it is far more likely to a case where the crowd is willing to fund projects that experts may not. Examining the outcomes of these projects we find no quantitative or qualitative differences Cameroon phone number list projects fund by the crowd alone and those that were select by both the crowd and experts. such as certification regimes codes of conduct and social monitoring that seek to enforce global standards governing business practices. But little is known about the conditions under which companies are more likely to comply with the standards these programs impose.
