web 2.0 creating value through social networks and virtual worlds
DESCRIPTION
TRANSCRIPT
1-1
Web 2.0: Web 2.0: Creating value through social Creating value through social
media and virtual worldsmedia and virtual worldsNovember 2008November 2008
Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics
[email protected]@hhs.sewww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteigland www.slideshare.net/eteigland
2
Introduction to social media and Introduction to social media and networks networks −Why the interest?Why the interest?−What are networks?What are networks?−What about performance?What about performance?
Leveraging social media and networksLeveraging social media and networks−Why are they of interest for organizations?Why are they of interest for organizations?−Are there any benefits or is it all hype?Are there any benefits or is it all hype?−What are some challenges?What are some challenges?
An introduction to virtual worldsAn introduction to virtual worlds
Today’s discussionToday’s discussion
3
Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Ego Networks Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
44
A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….
>>A person’s lifetimeA person’s lifetime
in 18th centuryin 18th centuryOne weekOne week
20082008
Fischbowl 2007Fischbowl 2007
5
……that becomes quickly outdated ….that becomes quickly outdated ….
50%knowledge
relevant
50%50%knowledgeknowledgeoutdatedoutdated
First year of First year of technical-based technical-based
educationeducation
First year of First year of technical-based technical-based
educationeducation Third yearThird yearof educationof educationThird yearThird year
of educationof education
6
Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?
v=pMcfrLYDm2Uv=pMcfrLYDm2U
Which pressures for change are Which pressures for change are presented?presented?
Which pressures are affecting your Which pressures are affecting your organization?organization?
77
GrowthGrowth
TimeTime
Information and Information and knowledgeknowledge
Human Human absorptive absorptive capacitycapacity
Knowledge is growing exponentially….Knowledge is growing exponentially….
Cohen & Levinthal 1989Cohen & Levinthal 1989
8
Yet, the world is “shrinking”Yet, the world is “shrinking”
familyfamily
locallocalcolleaguescolleagues
friendfriendss
oldoldcolleaguescolleagues
colleaguecolleaguess
at other at other officesoffices
Just a Just a click click
away…away…virtualvirtual
communities communities
locallocalnetworksnetworks
old old classmatclassmat
eses
avatarsavatars
businessbusinesscontactscontacts
social social media media
contactscontacts
referralsreferrals
9
The speed of information: The speed of information: The power of social media The power of social media
http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008
While a new workforce is appearing…..While a new workforce is appearing…..
10
The new generation is huge - 90 million people in The new generation is huge - 90 million people in USA aloneUSA alone− Already they outnumber the baby boomersAlready they outnumber the baby boomers− 81% of the business population age 34 or younger are gamers81% of the business population age 34 or younger are gamers− 56 million are old enough to be employees56 million are old enough to be employees− 7 million are already managers in the current workforce 7 million are already managers in the current workforce
Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky
Digital ImmigrantsDigital Natives
11
……with skills in using social media tools with skills in using social media tools to reach out…to reach out…
Rey 2008
Communication
Personal Media
Self-expression
Collective Intelligenc
eContent
Production
……to build relationships, find information to build relationships, find information and knowledge, solve problems, and learnand knowledge, solve problems, and learn
12Mahaley 2008
13
As well as to create new knowledge As well as to create new knowledge sources…sources…
ClosedExpensiveComplexAccurate
OpenInexpensive
SimpleClose enough
Hinton 2007
14
……and to solve unsolved problems and to solve unsolved problems
15
”No one knows everything,
everyone knows something,
all knowledge resides in...”
Mahaley 2008, Adapted from Lévy 1997
1616
What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
TieTie•Actors/NodesActors/Nodes
−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
ActorActor
17Liljeros 2006
Swedish hip hop artists
??Timbuktu
18
One of the main network principlesOne of the main network principles
An actor’s position in a social network, An actor’s position in a social network, i.e., social capital, determines in part the i.e., social capital, determines in part the actor’s actor’s opportunities and constraintsopportunities and constraints
Casper & Murray 2002Casper & Murray 2002
German German biotech biotech
scientistsscientists
19
What about the What about the relationship between relationship between
networks and networks and performance?performance?
20
BA
Two workers with the same number of Two workers with the same number of contacts…contacts…
21
……but with very different access to resourcesbut with very different access to resources
BA
2222
Performance differs based on one’s Performance differs based on one’s networknetwork
Firm AFirm A
HighHighcreativecreative
Low Low on-timeon-time
HighHighon-timeon-time Low Low
creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
VirtualVirtualcommunitycommunity
Firm BFirm B
24
Comparing across firmsComparing across firms
Company A
R&D Ericsson
R&D HP
R&D % Revenue from products dev’d in last three years
Poor High High
Speed, time to market Medium Poor High End customer satisfaction Poor Medium High
Teigland et al 2000
25
Networking activities Networking activities recognized and recognized and rewardedrewarded at individual and unit levels at individual and unit levels
Management support for Management support for informal and informal and formalformal networking activitiesnetworking activities across across internal and external boundariesinternal and external boundaries
ExtensiveExtensive socializationsocialization: personnel : personnel rotation, cross-office teamsrotation, cross-office teams
A A visionaryvisionary organization organization −Clearly defined mission:Clearly defined mission: ”To make technical ”To make technical
contributions for the advancement and welfare of contributions for the advancement and welfare of humanity”humanity”
−Supporting core values,Supporting core values, e.g., teamwork e.g., teamwork−Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory
Hewlett-Packard (1990s)Hewlett-Packard (1990s)
Teigland et al 2000
Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185# 26
27
Introduction to social media and Introduction to social media and networks networks −Why the interest?Why the interest?−What are networks?What are networks?−What about performance?What about performance?
Leveraging social media and networksLeveraging social media and networks−Why are they of interest for organizations?Why are they of interest for organizations?−Are there any benefits or is it all hype?Are there any benefits or is it all hype?−What are some challenges?What are some challenges?
An introduction to virtual worldsAn introduction to virtual worlds
Today’s discussionToday’s discussion
2828
Uncovering networks in an organizationUncovering networks in an organization
Formal organizationFormal organization Social organizationSocial organization
Teigland et al. 2005Teigland et al. 2005
29
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
Management Management cannot mandatecannot mandate social relationships social relationships
Jan
Lars Pia
Anna
Nils
Bill
Erik
Mike
Al
AlexJohn
Eva
Hans
Miguel
Paul
30
How can social media tools help?How can social media tools help?
Finding and connecting with Finding and connecting with peoplepeople
Building communitiesBuilding communities Sharing information and Sharing information and
knowledgeknowledge Solving problemsSolving problems Learning informallyLearning informally
Adapted from Gurteen 2008
They are personal/social Knowledge Management
tools!
What do people do with social media?
Communication
Personal Media
Self-expression
Collective Intelligen
ceContent
Production
31
Corporate Top down Centralized Command & control Monolithic systems Explicit knowledge - reuse Knowledge objects
Taxonomies People finders Databases E-mail Newsletters Discussion forums
Personal Bottom up Decentralized, distributed Facilitate, collaborate Ecosystems Tacit knowledge -
mobilize Knowledge flow
Social tagging Social networking Blogs & wikis Instant messaging RSS feeds & readers Blogs
KM 1.0 – Repository model KM 2.0 – Networking model
Gurteen 2008, Alavi, 2000
Comparison of KM tools
Social media tools facilitate KM 2.0Social media tools facilitate KM 2.0
32
From KM 1.0 to KM 2.0 From KM 1.0 to KM 2.0 –– Social KM Social KM
KM 1.0 KM 2.0KM is extra work KM is part of my everyday work
Work is behind closed doors Work is open and transparent
People directories provide contact information
Social Networking platforms reflect who is doing what with whom
Content is centralised, protected and controlled
Content is distributed freely and uncontrolled
IT chooses the tools I use I have a choice & select my own tools
Knowledge sharing is database centric Knowledge sharing is people centric
Knowledge is captured just incase
Knowledge is naturally captured as part of one’s work
Best Practices Stories
Efficiency and productivity Improved decision making & innovation
Gurteen 2008 33
Wenger 1998, Hinton 2007
Social media enable communities of Social media enable communities of practicepractice
34
Creating an internal “Facebook”Creating an internal “Facebook”
36Mahaley 2008www.selectminds.com
3737
At IBM, “BlueIQ” facilitates several At IBM, “BlueIQ” facilitates several functionsfunctions
CommunitiesCommunitiesCreate, find, join, and work with communities of people who share a Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertisecommon interest, responsibility, or area of expertise
BlogsBlogsUse a weblog to present your idea and get feedback from others; learn Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blogfrom the expertise and experience of others who blog
DogearDogearSave, organize and share bookmarks; discover bookmarks that have been Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertisequalified by others with similar interests & expertise
ActivitieActivitiessOrganize your work, plan next steps, and easily tap your expanding Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, fasterprofessional network to help execute your everyday deliverables, faster
ProfilesProfilesQuickly find the people you need by searching across your organization Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and using keywords that help identify expertise, current projects and responsibilitiesresponsibilities
Poole 2008
3838
Trust & reciprocity Trust & reciprocity are essential for are essential for
knowledge knowledge exchange in exchange in
networksnetworks
39
IBM’s Atlas shows the social network of a IBM’s Atlas shows the social network of a topictopic
and how to get to someoneand how to get to someone
Poole 2008
4040
But…….But…….
““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and
develop relations with people like develop relations with people like themselves themselves
Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990
41
Facebook Fridays – Facebook Fridays – Strengthening external relationshipsStrengthening external relationships
•#1 Applications Lifecycle Management (ALM) & business mashup
•96 of Fortune 100 as customers•800 employees in 18 countries across globe
•One hour every Friday on Facebook to find fun and connect with co-workers, customers, family,
and friendsSerena Software
42
……..you “hire” his or her network...you “hire” his or her network.
When you hire someone,… When you hire someone,…
43
Increasing job turnoverIncreasing job turnover
Time
Number of jobs
in lifetime
Estimated time at one organization in Silicon Valley:
~18 months
CNET 2000
44
Improving recruiting effortsImproving recruiting efforts
Job Fairs
Accenture recruits in Second Life since 2006 – this
recruiting has since paid for itself
A manager at a high-tech multinational recruits senior level
employees through Orkut, resulting in reduced turnover and
headhunter fees
Virtualworldnews.com 2008, Hustad & Teigland 2008
45
Proximal collaborationProximal collaboration
When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of
them collaborating more than them collaborating more than once a week is less than once a week is less than
10%.10%.Allen 1984Allen 1984
4646
Companies are turning to virtual worlds to Companies are turning to virtual worlds to facilitate the virtual workforce – facilitate the virtual workforce –
“Immernets”“Immernets”
•Completely private virtual business worlds offering Completely private virtual business worlds offering tools to conduct business and collaboratetools to conduct business and collaborate
•Fortune 500: IBM, Intel, Johnson & Johnson, Fortune 500: IBM, Intel, Johnson & Johnson, Motorola, Novartis, Sun, Unilever Motorola, Novartis, Sun, Unilever
4747
And to promote an open innovation And to promote an open innovation attitudeattitude
Not all the smart people Not all the smart people work for us. We need to work for us. We need to work with smart people work with smart people inside and outside the inside and outside the
company.company.
The smart people in The smart people in our field work for us.our field work for us.
If you create the most If you create the most and the best ideas in and the best ideas in the industry, you will the industry, you will
win.win.
If you make the best If you make the best use of internal and use of internal and external ideas, you external ideas, you
will win.will win.
Closed attitudeClosed attitude Open attitudeOpen attitude
Chesborough 2003Chesborough 2003
48
HSB is creating tomorrow’s solutions in HSB is creating tomorrow’s solutions in SLSL
Building the house of the futureBuilding the house of the futurein a competition with architecture studentsin a competition with architecture students
Are there any bAre there any benefits from social media, enefits from social media, or is it all hype?or is it all hype?
49
IBM social software benefits acknowledged by % of survey respondents
87%
84%
84%
77%
74%
42%
60%
65%
65%
0% 20% 40% 60% 80% 100%
Increased skills
Accessed experts quicker
Shared know ledge w ith others
Reused assets
Increased productivity
Improved personal reputation
Increased sense of belonging
Increased sales
Improved customer satisfaction
Poole 2008: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007, completed by approximately 2,300 respondents
5050
Dual loyaltiesDual loyalties
Loyalty
Loyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003
What about business results?What about business results?
Driving Driving innovationinnovation into products faster into products faster
Enabling employees to be Enabling employees to be more productive, more productive, more knowledgeable,more knowledgeable, faster faster
Harnessing the Harnessing the knowledge of the wiseknowledge of the wise, , before they retirebefore they retire
Being Being more responsivemore responsive to customers, with to customers, with knowledge from subject experts you may or knowledge from subject experts you may or may notmay not know know
51Poole 2008
Are there any numbers to back this?Are there any numbers to back this?
Among the clients surveyed by Select Minds, corporate social networking resulted in:
1. Productivity Contributions: Increase in productivity by an average of 10%
2. Retention Contributions: Increase in retention by an average of 9%
3. Increases in New Business: Increase new business by an average of 12%
4. Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program….
1. become fully productive 49% faster than all experienced hires
2. became Star Performers (66%), versus 26% of experienced hires
52Select Minds 2008: "Corporate Social Networking: Increasing the Density
of Workplace Connections to Power Business Performance"
However, there are challenges….However, there are challenges….
Resistance from top managementResistance from top management Difficulty to measure and validate value of Difficulty to measure and validate value of
web 2.0web 2.0 Knowledge trading and leakage outside of firmKnowledge trading and leakage outside of firm Social overload and role conflictSocial overload and role conflict Poor organizational stewardshipPoor organizational stewardship
Web 2.0 and social networking are typically of a more grassroots nature – their
implementation in more traditional hierarchical organizations may result in
tension between employees and managementHustad & Teigland 2008 53
Is knowledge trading good or bad for a Is knowledge trading good or bad for a firm?firm?
We pass over the We pass over the nondisclosure nondisclosure
agreements of different agreements of different companies and trade companies and trade company secrets all company secrets all
the time. the time.
54Teigland 2003
Who owns the knowledge?Who owns the knowledge?
Organizational information
vs. Personal expertise
55Teigland 2003
5656
Social overload and role conflictSocial overload and role conflict
Loyalty
Loyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003
57
Why use these new social media tools? Why use these new social media tools?
Melcrum 10/07
Do employees know how to represent the Do employees know how to represent the company when using external social company when using external social
media?media?
58
Statoil-HydroStatoil-HydroLove at 150 m below sea Love at 150 m below sea
level!level!
Hustad & Teigland 2008
IBM’s blogging policy & guidance, IBM’s blogging policy & guidance, created by the employeescreated by the employees
59
Policies based on IBM’sBusiness Conduct
Guidelines
Apply internally and externally
Available on ibm.com“blogging guidelines”
Adapted from Poole 2008
60
Develop company guidelines for Develop company guidelines for using social media internally and using social media internally and
externallyexternally
Trust your employees, and don’t ban social media Use wikis to enable employees to create the
company guidelines, eg IBM Yahoo’s best practice guidelines for blogging
(http://jeremy.zawodny.com/yahoo/yahoo-blog-guidelines.pdf)− Be respectful of your colleagues− Get your facts straight− Provide context to your argument− Engage in private feedback
When trusted, employees feel empowered to do the right thing!
61
Introduction to social media and Introduction to social media and networks networks −Why the interest?Why the interest?−What are networks?What are networks?−What about performance?What about performance?
Leveraging social media and networksLeveraging social media and networks−Why are they of interest for organizations?Why are they of interest for organizations?−Are there any benefits or is it all hype?Are there any benefits or is it all hype?−What are some challenges?What are some challenges?
An introduction to virtual worldsAn introduction to virtual worlds
Today’s discussionToday’s discussion
6262
Within five years, the Within five years, the 3-D 3-D Internet will be as Internet will be as
importantimportant for work as for work as the Web is today.the Web is today. January 2008January 2008
By the end of 2011, By the end of 2011, 80 80 percent of active Internet percent of active Internet users (and Fortune 500 users (and Fortune 500 enterprises)enterprises) will have a will have a
“second life”, but not “second life”, but not necessarily in Second Life.necessarily in Second Life.
Steve PrenticeSteve PrenticeGartnerGartner
6363
Towards 3-D InternetTowards 3-D InternetLevel of
Inte
racti
on
Level of
Inte
racti
on
TimeTime
IndividualIndividual - - Web 1.0 ThinkingWeb 1.0 Thinking
Mosaic, Prodigy, Mosaic, Prodigy, Compuserve, AOL, Compuserve, AOL,
NetscapeNetscape
ConnectedConnected Web 2.0 ThinkingWeb 2.0 Thinking
Facebook, Facebook, Friendster, Friendster,
Yahoo, Blogger, Yahoo, Blogger, Wikipedia, eBay, Wikipedia, eBay,
Typepad, Typepad, LinkedIn. LinkedIn. Amazon,Amazon,
MySpace,MySpace,Textamerica,Textamerica,
Delicious, Delicious, HubPagesHubPages
SENSORYSENSORY
3D Internet3D InternetThinkingThinking
SecondLife, Active SecondLife, Active Worlds, There, Worlds, There,
SimsOnline, Club SimsOnline, Club Penguin, World of Penguin, World of
Warcraft, 3D Warcraft, 3D planets, planets,
ToonTown, ToonTown, Habbo, VSlide, Habbo, VSlide, ProtosphereProtosphere
Hamilton 2008
16 Million members1.1 Million active residents
350,000 Hours of use per day87,500 Hours development time/day
$1.6 Billion worth of free work per year163 Virtual square miles (5X Boston)520,000 Unique items traded/month
“Clearly if social activity migrates to synthetic worlds, economic activity will go there as well.” Castranova
Joe Miller, Linden Lab 66
67
69
RecruitingRecruiting
Job Fairs
7070
Improving internal effectivenessImproving internal effectiveness
Unilever is running an extensive pilot in SLUnilever is running an extensive pilot in SL
71
In-house training and educationIn-house training and education
IFL at SSE and Duke Corporate IFL at SSE and Duke Corporate EducationEducation
Co-developing and running virtual Co-developing and running virtual team building exerciseteam building exercise
7373
Increasing effectiveness inIncreasing effectiveness intraditional industriestraditional industries
“Soon all fashion designers will be originating their designs and managing the production in virtual worlds….Why such a dramatic change? Economics,
pure and simple.”Shenlei Winkler,
Director Fashion Research Institute
7474
Improving national competitivenessImproving national competitiveness
•China’s “virtual world where millions will work, China’s “virtual world where millions will work, communicate, and be in love”communicate, and be in love”
•7 mln local + 150 mln overseas Chinese7 mln local + 150 mln overseas Chinese
•Five virtual banking licenses Five virtual banking licenses auctioned for $404,000 May 2007auctioned for $404,000 May 2007
Financial TimesFinancial Times, June 2007, June 2007
77
What should you do in virtual worlds?What should you do in virtual worlds?
Experiment, “play”, and learn Stay on the look-out
Consider creating independent operations Don’t forget other
emerging media
78
“I think there’s a world market for maybe five
computers.”Thomas Watson, Chairman
of IBM, 1943
“There is no reason anyone would want a
computer in their home.”
Ken Olson, President, Chairman and
Founder of Digital Equipment
Corporation, 1977
“Heavier-than-air flying machines are impossible.”
Lord Kelvin, President, Royal Society, 1895
79
We digitized audio and We digitized audio and video, why can’t we just video, why can’t we just
digitize, digitize, you know, Earth” you know, Earth”
Philip Rosedale, CEOPhilip Rosedale, CEOLinden Lab Linden Lab
8080
PeoplePeople• Net generationNet generation• NeuroplasticityNeuroplasticity•New demandsNew demands
TechnologyTechnology• Social software (Web 2.0)Social software (Web 2.0)
• Broadband accessBroadband access• Mobile hardwareMobile hardware
BusinessBusinessEnvironmentEnvironment• GlobalizationGlobalization
• Pace and Pace and changechange
• Information loadInformation load
Watch out! Forces converging….Watch out! Forces converging….
Mahaley 2008Mahaley 2008
And if you are still on the fence…And if you are still on the fence…
By the end of 2008By the end of 2008− At least 70% of companies without At least 70% of companies without officialofficial support for support for
blogs and wikis will have blogs and wikis will have multiple unofficial deploymentsmultiple unofficial deployments− Enterprise social software will be the biggest new Enterprise social software will be the biggest new
workplace technology success story of this decadeworkplace technology success story of this decade
Young people “demand” to have Young people “demand” to have collaboration/social media - they will not want to collaboration/social media - they will not want to work there otherwisework there otherwise
Gartner: “Predicts 2007:Web 2.0 and Consumerization Forge Into Enterprise” “Wikis and Social Software, 2007” 81
82
Tomorrow’s workers building skills todayTomorrow’s workers building skills today
World of WarcraftWorld of Warcraft•Collaborating and leading across geographies, Collaborating and leading across geographies, demographics, and culturesdemographics, and cultures•Creating and executing strategies in self-organizing Creating and executing strategies in self-organizing teamsteams•Collaborative decision making under pressureCollaborative decision making under pressure•All virtually with no face-to-face interactionAll virtually with no face-to-face interaction
What one listener emailed me after…. What one listener emailed me after….
83
When I got home last night, my 17 year old son was doing what he usually does – sitting at the
computer online with his friends…But after hearing this presentation, I couldn’t help but be
interested in what he really was doing. So, when I looked more closely, I saw that he was involved in
three separate conversations - all at the same time, and not only that, he was also following the
discussions on one of the school’s forums.
Then he said, “Mom, you grown-ups are sooooo behind…..think how much you could get done if
you worked like this!”
85
Introduction to social media and Introduction to social media and networks networks −Why the interest?Why the interest?−What are networks?What are networks?−What about performance?What about performance?
Leveraging social media and networksLeveraging social media and networks−Why are they of interest for organizations?Why are they of interest for organizations?−Are there any benefits or is it all hype?Are there any benefits or is it all hype?−What are some challenges?What are some challenges?
An introduction to virtual worldsAn introduction to virtual worlds
Today’s discussionToday’s discussion
86
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
Sources and acknowledgementsSources and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
87
Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers
− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Sloan Management ReviewManagement Review, Summer 2003., Summer 2003.
− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.
− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for
Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).
- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, and Virtual Teams: Reaching Across Space, Time, and Organizations with TechnologyOrganizations with Technology. John Wiley & Sons, Inc.: New York, . John Wiley & Sons, Inc.: New York, 1997.1997.
- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success
through Collective Competence and Conflict Management in Public-through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..
- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.
Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Sloan
Management ReviewManagement Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network
Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a
Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for
Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).
- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, and Virtual Teams: Reaching Across Space, Time, and Organizations with TechnologyOrganizations with Technology. John Wiley & Sons, Inc.: New York, . John Wiley & Sons, Inc.: New York, 1997.1997.
- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success
through Collective Competence and Conflict Management in Public-through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..
- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.
88
Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d)
PresentationsPresentations− Gurteen, Online Information 2007: KM goes Social, Gurteen, Online Information 2007: KM goes Social,
http://www.slideshare.net/dgurteen/km-goes-social-194717http://www.slideshare.net/dgurteen/km-goes-social-194717− Poole, IBM: Web 2.0 goes to work, Poole, IBM: Web 2.0 goes to work,
http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-work-presentation’work-presentation’
89