Department of Business Administration College of Management

Raymond E. Miles, Grant Miles, Charles C. Snow,

Kirsimarja Blomqvist, Hector Rocha

31 October 2011 Fall 2011 MBA Management of Technology 1

Presented by Group 5 吳宣儀 D00741004 江 懿 B97203032 林玠恒 D00741002

Course Lecturer: Prof. Chung-Jen Chen

California Management Review Vol 51, No. 4

Summer 2009 CMR.BERKLEY.EDU

Seminar

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About the Authors

Abstract

The Evolution of Organizational Forms

The Innovation Era and the I-Form

Implementing the I-Form

0

1

2

3

5

The I-Form Cases 4

Conclusion and Remarks 6

Outline

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About the Authors 0

Charles C. Snow Professor of Business Administration

Department of Management and Organization

The Pennsylvania State University, Smeal College of Business

Raymond E. Miles Professor Emeritus and Former Dean

Faculty Advisor, Young Entrepreneurs at Haas

Haas Management of Organizations Group

University of California, Berkeley, Haas School of Business

Grant Miles Associate Professor

Department of Management

University of North Texas

Kirsimarja Blomqvist Professor of Knowledge Management

Department of Management and International Business

School of Business, Lappeenranta University of Technology, Finland

Hector Rocha Professor of Business Policy

IAE Business and Management School of Austral University, Argentina

Enterprise Board for Integration and Development

Collaborative

Entrepreneurship How Communities of

Networked Firms Use

Continuous Innovation to

Create Economic Wealth

(2005)

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Abstract 1

The Phenomenon

1. a market exploration model that aids in the pursuit of opportunities generated by

intersecting technologies and markets is emerging in knowledge-intensive environments.

2. Effective market exploration, in turn, requires the development and use of community-

based organizational designs and facilitative management approaches that enable firms

in a particular area of economic activity to collaborate with their customers as well as with

one another.

The Research and Findings

1. The co-evolution of business and organizational models has been examined.

2. A new organizational form, the Innovation-form (I-form for short), is proposed.

3. An I-form organization can be especially valuable in countries and industries where the

knowledge base on which business opportunities rest is constantly changing and growing.

4. For a firm to be successful in such an environment, it must have, or be able to develop, the

capability to continually create, share, and apply knowledge.

5. The I-form organizational design enables firms—especially firms that learn how to interact

collaboratively within networks and communities—to compete effectively in these complex

and challenging environments.

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The Evolution of Organizational Forms 2

Literature Review late 1800s~early 1990s 1920s~1980s late 1980s~

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1. market exploration business model: continually examine the fit

between products/services and related markets that utilize similar

technologies.

2. The Market Exploration Process: The market exploration

business model is built on a strategy of persistent exploration of an

expanding set of complementary markets whose participants

continuously adapt technologies to new uses.

3. Entrepreneurial R&D: adapting an idea developed in one arena to a

new use in another arena

4. multiply the income-generating potential of knowledge-driven

innovation to unlimited levels.

Define the Innovation Era

The Evolution of Organizational Forms 2

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The Evolution of the I-Form

The Evolution of Organizational Forms 2

1. 1970s: focus and outsource, the origin of the I-Form.

(a lead firm and multifirm groups, also called network organizations or

supply chains; more flexible and act faster)

2. 1990s: new business models based on inter-firm collaboration (ex:

TCG Group, Acer Group)

3. TCG Group: Triangulation Network (the principle customer + the lead

TCG firm + an external technology-development company)

4. Acer Group: a global federation of independently owned firms.

5. inter-firm business models + managerial values and philosophies

operating protocols

6. multi-firm network organizations: design + ongoing trust-building =

extended enterprises (collaborative federations or communities)

Department of Business Administration College of Management

The I-Form Cases -

Syndicom and Blade.org

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Department of Business Administration College of Management

SpineConnect Internet-based software platform

Consultative comments Information

CollabComs Entrepreneurial collaboration

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The I-Form Cases 4

Case 1

Collaborative Innovation

Department of Business Administration College of Management

Promote blade server Industry standard

Not through contracts with suppliers and distributors

But provide more solution Reputational resources

Collaboration model (cont.)

The I-Form Cases 4

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Case 2

Collaborative Community of Firms

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» Bilateral collaboration

» Direct collaboration

» Pooled collaboration

» External collaboration

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The I-Form Cases 4

Collaboration Model of Blade.org

Building the

community

around a shared

interest can

facilitate the

growth and

effectiveness of

the community.

Department of Business Administration College of Management

Implementing the I-Form

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Department of Business Administration College of Management

» Emerging “application”

Effective knowledge sharing

Trusting relationships

Collaborative skills

» Intrinsic motivation to the goal- the economic

returns individuals expect to achieve.

Implementing the I-Form 5

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Department of Business Administration College of Management

使命明確 價值陳述清楚

自由地分享知識 保證個人 公司和團體的公平待遇

非層級化結構 以一個整體提供行政服務與戰略行動 自發性並集體管理

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Implementing the I-Form 5

Department of Business Administration College of Management

» Implementation challenges

May not recognize the competitive prowess of

a collaboration-based organization.

Seem unable to create or become a part of a

truly collaborative community.

» I-form succeeding primarily in those industries

and cultures where the social and managerial

value systems are most supportive.

Implementing the I-Form 5

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Conclusion and Remarks 6

Conclusions

1. This study describes several of the notable

organizational experiences which enhance

knowledge sharing and capable of generating

economic wealth through collaborative

entrepreneurship.

2. Including its required capabilities and supporting

managerial values, are most likely to succeed.

Department of Business Administration College of Management

U-form M-form I-form

垂直整合 矩陣式整合 網絡化

單一業務 業務複雜 合作需求

提高效率 強化部門間互動 公司間的互動

Ford

GE

IBM

J&J TGC

Acer

Syndicom

Blade

Conclusion and Remarks 6

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Remarks

1. The focus of this study is on the changing of business

and organizational models: U-form M-form I-form

2. Open innovation and I-Form: cultures where there are

supportive social and managerial value systems

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Q & A