Revisiting Large-Scale Disruptive Collaboration in the Age of Social Media. Azad M. Madni Ann Majchrzak Viterbi School of EngineeringMarshall School of Business University of Southern CaliforniaUniversity of Southern California 2013 CSSE Annual Research Review - PowerPoint PPT Presentation
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■ Occurs when a large number of people work together to develop new ideas that change business models, sources of revenues, product trajectories, and technology roadmaps.
■ Invariably implies “paradigm shifts” cloud computing: from in-house IT infrastructure to “purchase by
the yard” agile development using SaaS: from in-house SW development to
outside SaaS capabilities leverage (buy SW, in-house crew provide “glue”)
Social Media Proliferation Affecting Nature of Collaboration■ Twitter■ LinkedIn/Facebook-like Social Media■ Chatter■ Skype Screenshare / GotoMeeting■ Kickstarter■ MetadataTagging/pinning
Traditional Teams No Longer Idea Sources ■ Crowdsourcing
information acquisition e.g., Goldcorp (find gold deposits by making property info public)
■ Open Innovation / Expert Sourcing Idea generation and evolution attributed to Chesbrough, UC Berkeley no longer develop ideas in-house; develop ideas collaboratively with “strangers” e.g., buy / license inventions and processes e.g., expose own inventions through licensing, spin-offs e.g., InnoCentive (global web community for open innovation)
Social Media Provides More Opportunities for Transdisciplinary Collaboration
adapted from Madni, A.M. “Transdisciplinarity: Reaching beyond Disciplines to Find Connections,” Journal of Integrated Design and Process Science, Vol. 11, No. 1, March 2007, pp. 1-11.
■ Large-Scale Disruptive Collaboration is: Ubiquitous Multi-layered Complex combinations of formal and informal networks Ad hoc and Unbounded, as well as Stable and Bounded Mix of volunteerism and responsibility Mix of creativity and execution
New forms of Disruptive Collaboration require managing Trade-offs/Tensions
■ Trade-off #1: Privacy vs Transparency■ Trade-off #2: Squandering vs Withholding Resources■ Trade-off #3: Risk Increase vs Decrease by Going Virtual ■ Trade-off #4: Governance vs Chaos in Collective Creativity■ Trade-off #5: Stable leadership vs Temps in Governance■ Trade-off #6: Platform Design vs Need for Adaptability
■ Need to avoid resource imbalance■ Resources are not just monetary■ They include attention, willingness, information validation time■ Throwing more resources at a bad idea or extraneous activity
is just as bad as providing inadequate resources for a good idea or needed activity
Focus should be on what resources it takes to evolve a good idea
Governance vs Chaos in Collective Creativity■ Need to control flexibility while encouraging creativity■ This is a very real tension in collaboration and VOs
Focus on targeted, affordable flexibility5. Enabling Technology
1. Value Proposition or Artifact 2. Collective Wisdom
* “Refactoring is the process of rewriting written material to improve its readability or structure, with the explicit purpose of keeping its meaning or behavior.”
■ Madni, A.M. “Transdisciplinarity: Reaching Beyond Disciplines to Find Connections,” Journal of Integrated Design and Process Science, Vol. 11, No. 1, March 2007, pp. 1-11.
■ Majchrzak, A., More, P.H. B., Faraj, S. Transcending Knowledge Differences in Cross-Functional Teams, Organization Science, July/August 2012, vol. 23, no. 4, 951-970