02078nas a2200253   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520133100268653002401599653001101623653001801634653000901652653001401661653002001675653002301695100002701718700002201745700002101767856003601788       2014                        eng d  a1927-032100aChallenging the Stage-Gate Model in Crowdsourcing: The Case of Fiat Mio in Brazil0 aChallenging the StageGate Model in Crowdsourcing The Case of Fia  aOttawabTalent First Networkc09/2014  a28-350 v43 aA large crowdsourcing project managed by Fiat Brazil involved more than 17,000 participants from 160 different nationalities over 15 months. Fiat promoted a dialogue with an enthusiastic community by linking car experts, professionals, and lay people, through which more than 11,000 ideas were selected and developed to create a concept car using a collaborative process. Through an in-depth case study of this crowdsourcing project, we propose a new approach – the accordion model – which uses project management to help maximize the beneficial inputs of the crowd. Whereas the stage-gate process relies on a “funnel” of articulated sequences expressing a progressive reduction from an initial stock of potential ideas and concepts, in this article, we suggest that crowdsourced projects are more akin to a process that articulates a succession of broadening and funnelling periods that represent information requests and deliveries. We use the metaphorical terminology of “the sacred and the profane” to illustrate the interaction of sophisticated and ordinary ideas between the “sacred” experts from Fiat and the “profane” lay people associated with the project. Lessons learned from the Fiat Mio case suggest how both organizations and Internet users may benefit from successful crowdsourcing projects.10aautomobile industry10aBrazil10acrowdsourcing10aFiat10amarketing10aOpen innovation10aproject management1 aSaldanha, Fabio, Prado1 aCohendet, Patrick1 aPozzebon, Marlei  uhttp://timreview.ca/article/829