lecture by paul digangi_value creation
DESCRIPTION
Slides from lecture by Paul DiGangi in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. Here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/.TRANSCRIPT
Exploring Business Models and the Role of Information
Technology on Value Creation
Paul M. Di Gangi, Ph.D.
Western Carolina University
www.paulmdigangi.com
Presentation StructureStart
Finish
Introduction
Understanding Co-created Value
Drivers of Evolution
Questions
Types of Business Models
What should I take away from this?
I am a product of my...
network
04/08/2023
The Business Model
An organization’s line in the sand
04/08/2023
The Business Model
An organization’s line in the sand
The conceptual foundation that determines how an organization creates and captures value.
Develops the boundaries of an organization by: • Articulating the organizations vision• Approach to managing value creation
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Happens
< 1 >People Change...
Incre
ase
dIn
tera
ctivity
Suddenly... everyone’s a 933|<!
< 2 >Our \/\/0rLD can Change...
Explosion of Social Media
< 3 >Our choices Change...
Networked Individualism(Wellman et al., 2003)
04/08/2023
Social Affordances(boyd, 2007)
User-generated Content
Our economy changesC
lose
dO
pen
Co-
crea
ted
(Pine Jr. & Gilmore, 1998; 1999)
Business Models
What happens to them?
Johnson, Christensen, and Kagermann (2008)
04/08/2023
They Evolve...
Closed Model
Organizations internalize resources for value creation; restrict access to knowledge, and
protect intellectual property.
Open Model
Organizations leverage both internal and external resources for value creation;
strategically interact with its environment
“Distributed groups of individuals focused on solving a general problem
and/or developing a new solution supported by computer-mediated
communication.” (Dahlander & Wallin, 2006 p. 1246)
User-driven Innovation
“Distributed groups of individuals focused on solving a general problem
and/or developing a new solution supported by computer-mediated
communication.” (Dahlander & Wallin, 2006 p. 1246)
User-driven Innovation
Co-created Model
Organizations encourages the flow of knowledge between internal and external resources; focuses
on a common good where both parties benefit
Driven by both parties sharing their experiences and co-creating
the value of the network.
Private-Collective Community
How can we make these models work for
us?
User Interests
Balancing the needs of both parties
Organizational Interests
vs
Getting your customers’ ideas to work for you:Building user innovation communities
Paul M. Di GangiMolly Wasko Robert Hooker
Presented at the SIM Workshop on Internet Architectures and Web 2.0 in Phoenix, Arizona in conjunction with the International Conference on Information Systems.
Implementing Considering Rejected No Status Update
February 2007
Size by # Ideas Contributed
Di Gangi, P. M. (2009)
Social Processes
Social processes for the effective development of an idea were required to transfer end user ideas into adoptable ideas for Dell. Users within adopted ideas
collaborated to resolve differences in opinion, create consensus, and provide additional information to Dell.
Exploring the Organization-User Relationship in Private-Collective Knowledge Communities
Robin TeiglandElia GiovacchiniBjørn-Tore FlåtenPaul M. Di Gangi
Currently under review at the CK Prahalad SMS Special Conference.
Relational Dynamics
Theme One
Relational Dynamics
“Did you mean the communication between <NAME REMOVED> and the eZ publish community? Yes, it’s very
nice!”
“I think the communication by <NAMES REMOVED>… is great, but one gets the feeling that they may not have the
best communication with eZ Systems.”
Responses suggest a distinction among organizational agents (those working within eZ Publish community) and the organization (eZ Systems) when it comes to
perceptions about communication.
Decision Making Process
Theme Two
Decision Making Process
“Maybe more trusted people could make/develop eZ Publish. More people from community could become
professional or ‘half-professional’ eZ partners, developers…”
“… It’s harder to give confidence to an open-source community driven by an editor than a community driven
by a democratic or autocratic authority.”
Responses suggest a significant interest in understanding the dynamics that exist in terms of the decision making process, “rights” of the community”,
and the benefits of commitment to community.
Member Development
Theme Three
Member Development
“Creating the badge/grade/xp/achievement system…”
“Focus heavily on the noob. Hard core devs are already here, but there are not that many in the world. Grooming noobs is a growth opportunity.”
Responses focused on interest in developing & nurturing the growth of the community via technical (e.g., achievement system & webinar features) and social adjustments (e.g., training and mentorship for
new members & inexperienced developers).
Need to develop a deeper understanding of the relationships within the eZ Share community.
Overarching Finding
3OA
CM OA
OA
3OA
CM
eZ Organizational Agent
3rd Part Organizational Agent
Community Member
eZ
OACM
How can I 933|< out?
Socio-Technical System
Platforms
People Societal Shifts
Thank You for Engaging
Modified version of these slides will be available @ www.slideshare.com/pmd06c
Contact @ [email protected] | Website @ www.paulmdigangi.com
