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OVERVIEW: Innovation managers rarely use crowdsourcing as an innovative instrument despite extensive academic and theoretical research. The lack of tools available to compare and measure crowdsourcing, specifically contests, against traditional methods of procuring goods and services is one barrier to adoption. Using ethnographic research to understand how managers solved their problems, we find that the crowdsourcing model produces higher costs in the framing phase but yields savings in the solving phase, whereas traditional procurement is downstream cost-intensive. Two case study examples with the National Aeronautics and Space Agency (NASA) and the United States Department of Energy demonstrate a potential total cost savings of 27 percent and 33 percent, respectively, using innovation contests. We provide a comprehensive evaluation framework for crowdsourcing contests developed from a high-tech industry perspective, which are applicable to other industries. KEYWORDS: Open innovation, Contests, Crowdsourcing, NASA, Evaluation, Senior executives, leaders, and managers constantly look for new ways to increase efficiencies, maximize value, and solve perceived unsolvable problems for their firms, but many face resistance due to rigid [...]