teigland leading in networked mnc
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Presentation of networks and social media in multinational corporationsTRANSCRIPT
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Leading in a Networked Leading in a Networked Multinational Multinational February 2009February 2009
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
www.knowledgenetworking.org 2
Understanding networks in Understanding networks in multinational corporationsmultinational corporations
Achieving high performance Achieving high performance in a networked multinational in a networked multinational corporationcorporation
Today’s discussionToday’s discussion
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A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….
>A person’s lifetime
in 18th centuryOne week
2008
Fischbowl 2007
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……that becomes quickly outdated ….that becomes quickly outdated ….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
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Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?
v=pMcfrLYDm2Uv=pMcfrLYDm2U
How are these trends affecting you How are these trends affecting you and your organization?and your organization?
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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
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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
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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
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Everybody is connected to everybody else Everybody is connected to everybody else by no more than six degrees of by no more than six degrees of separation.separation.
““Small World Phenomenon” by sociologist Small World Phenomenon” by sociologist Stanley Milgram, 1967Stanley Milgram, 1967
Six degrees of separationSix degrees of separation
99
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A new workforce is appearing…A new workforce is appearing…
10Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky
“Digital Immigrants”“Digital Natives”
Company loyaltyWork ≠ PersonalCompany loyaltyWork ≠ Personal
Professional loyaltyWork = Personal
Professional loyaltyWork = Personal
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History tends to repeat itself….History tends to repeat itself….
11
Steam Steam engineengine
Internal Internal combustion combustion
engineengine
MicroelectroniMicroelectronicscs
Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C
Schön 2008Schön 2008
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””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
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Understanding networksUnderstanding networks− Some network basicsSome network basics− What about power and performance?What about power and performance?− Leveraging external networksLeveraging external networks
Achieving high performance in a Achieving high performance in a networked multinationalnetworked multinational
Today’s discussionToday’s discussion
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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
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Individuals within a firmIndividuals within a firm
Mattsson 2004
< 1 yr1-5 yrs
5-10 yrs10-15 yrs> 15 yrs
Time at firm
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Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
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Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
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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 1984
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Communication still occurs within formal Communication still occurs within formal silossilos
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•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006
• 114 mln emails (114 mln)114 mln emails (114 mln)• 68 calendar meetings 68 calendar meetings
•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them
•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & Marketing executivesSales & Marketing executives
Kleinbaum et al 2008Kleinbaum et al 2008
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Trust & reciprocity Trust & reciprocity are essential for are essential for
knowledge knowledge exchange in exchange in
networksnetworks
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……and most importantly, management and most importantly, management cannot mandatecannot mandate social relationships social relationships
Jan
Lars Pia
Anna
Nils
Bill
Erik
Mike
Al
AlexJohn
Eva
Hans
Miguel
Paul
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San Francisco
Stockholm
London
Brussels
Helsinki
MadridCopenhagen
Peripheral players between organizationsPeripheral players between organizations
Teigland 1998
Otherfirms
Electroniccommunities
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Dual loyaltiesDual loyalties
Loyalty
Loyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003
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SEB
Ray-Adams & Sandberg 2000Ray-Adams & Sandberg 2000
Individuals between business firms Individuals between business firms
Interlocking Interlocking directorates of directorates of Sweden’s 110 Sweden’s 110 largest firms, largest firms,
20002000??
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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
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Understanding networksUnderstanding networks− Some network basicsSome network basics− What about power and performance?What about power and performance?− Leveraging external networksLeveraging external networks
Achieving high performance in a Achieving high performance in a networked multinationalnetworked multinational
Today’s discussionToday’s discussion
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What is the relationship What is the relationship between networks and between networks and
power?power?
Power: Access to and control over resourcesPower: Access to and control over resources
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Uncovering networks in an organizationUncovering networks in an organization
Formal organizationFormal organization InformalInformal organizationorganization
Teigland et al. 2005Teigland et al. 2005
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How does informal power arise?How does informal power arise?
29Krebs 2004
Node 16 gains informal power, Node 16 gains informal power, weakening the boss Node 15’s weakening the boss Node 15’s
power…power…
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How does informal power arise?How does informal power arise?
30
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
Krebs 2004
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Betweenness•Control over what
flows in the network•How often are you on
the shortest path between 2
individuals?
Closeness•Access to what flows
in the network•How quickly can you reach all others in the
network?
Your network position is related to power Your network position is related to power
31Krebs 2004
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Does performance differ Does performance differ based on one’s based on one’s
networks?networks?
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BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
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……but with very different access to resourcesbut with very different access to resources
BA
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Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotionsMore rapid promotions•Greater career mobilityGreater career mobility
•More adaptable to changing environmentsMore adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 35
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Performance differs based on one’s networkPerformance differs based on one’s network
Firm AFirm A
LowLowon-timeon-time
HighHighCreative Creative
HighHighon-timeon-time
Low Low creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
VirtualVirtualcommunitycommunity
Firm BFirm B
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The strength of weak tiesThe strength of weak ties
Network A’sNetwork A’sknowledge knowledge Network D’sNetwork D’s
knowledge knowledge
Network B’sNetwork B’sknowledge knowledge
Network C’sNetwork C’sknowledge knowledge
Granovetter 1973Granovetter 1973
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……..you “hire” his or her network...you “hire” his or her network.
When you hire someone,… When you hire someone,…
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Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
Section 1Section 1 Section 2Section 2
Improved efficiency Improved efficiency over timeover time
Stagnant Stagnant performance over performance over
timetime
Schenkel & Teigland 2008Schenkel & Teigland 2008
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More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are are notnot the solution the solution
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““Managing” networks in your organization Managing” networks in your organization
BeforeBefore AfterAfter
Anklam & Welch 2005Anklam & Welch 2005
1. Uncover networks1. Uncover networks
2. Analyze networks2. Analyze networks
3. Improve connectedness3. Improve connectedness
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Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185# 42
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Comparing across firmsComparing across firms
Teigland et al 2000
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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 formalinformal and formal networking activitiesnetworking activities across internal and across internal and external boundariesexternal boundaries Best practice task groupBest practice task group Personal initiativesPersonal initiatives
ExtensiveExtensive socializationsocialization: personnel rotation, : personnel rotation, cross-office teamscross-office teams
A A visionaryvisionary organization organization − Clearly defined mission:Clearly defined mission: ”To make technical contributions ”To make technical contributions
for the advancement and welfare of humanity”for the advancement and welfare of humanity”− Supporting core values,Supporting core values, e.g., teamwork, helpfulness e.g., teamwork, helpfulness− 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
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IBM – “A marketplace for projects” for its IBM – “A marketplace for projects” for its 390,000 employees worldwide390,000 employees worldwide
http://www.slideshare.net/SOMESSO/speaker-1-bettina-kahlau-presentation
www.knowledgenetworking.org
“Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls,
we are trusting them to make decisions and to act based on values...
In today's world, where everyone is so interconnected and interdependent…. If we're going to solve the biggest,
thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter.
And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large.
This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry
and beyond.
46
Samuel Palmisano, IBM Chairman, President, and
CEO
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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
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IBM - Convergence in virtual spacesIBM - Convergence in virtual spaces
mentoringmentoring
Green Green Data Data
CenterCenter
SOA SOA TrainingTraining
Play is how we principally learn and principally createPlay is how we principally learn and principally create"" Ray Kurzweil Ray Kurzweil
many tomany tochoose choose fromfrom
IBMIBMLotus Lotus ToolsTools
BMW BMW TrainingTraining
MediaMedia
BrainBrainThinkingThinking
Hamilton, 2009
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Are there any benefits from social media, Are there any benefits 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
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Understanding networksUnderstanding networks− Some network basicsSome network basics− What about power and performance?What about power and performance?− Leveraging external networksLeveraging external networks
Achieving high performance in a Achieving high performance in a networked multinationalnetworked multinational
Today’s discussionToday’s discussion
www.knowledgenetworking.org
External networks are growing in External networks are growing in importance!importance!
51
Other people around the world
Other employes around the world
Other employees in your country
Co-Workers
Friends
You
AlexEyal
Your managerRami’s manager
Hila
YaronYuval
Eduardo
Ed
Muriel
Peter
Frequent e-mails
Infrequent e-mails
Web 2.0 Collaboration
Large portion of Large portion of new ideasnew ideas and formal and formal collaboration relationships come from collaboration relationships come from external external
contactscontacts
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Increasing number of external social Increasing number of external social media sitesmedia sites
Rey 2008
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Using social mediaUsing social media
53
http://adultaddstrengths.com/2008/11/05/obama-vs-mccain-social-media/
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Facebook Fridays – Embracing social mediaFacebook Fridays – Embracing social media
•#1 Applications Lifecycle Management (ALM) & business mashup
•96 of Fortune 100 as customers•800 employees in 18 countries across globe
•One hour every Friday to Facebook to find fun and connect with co-workers, customers, family,
and friends
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Increasing job turnoverIncreasing job turnover
Time
Number of jobs
in lifetime
Estimated time at one organization in Silicon Valley:
~18 months
CNET 2000
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Why use these new social media tools? Why use these new social media tools?
Melcrum 10/07
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The wisdom of crowds (Surowiecki 2004) The wisdom of crowds (Surowiecki 2004)
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
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Innovations - www.innocentive.comInnovations - www.innocentive.com
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Problem solutions - The Goldcorp ChallengeProblem solutions - The Goldcorp Challenge
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Creating tomorrow’s solutionsCreating tomorrow’s solutions
Building the house of the futureBuilding the house of the futurein an HSB competition in Second Lifein an HSB competition in Second Life
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eZ Systems and the eZ ecosystem: eZ Systems and the eZ ecosystem: An open source business modelAn open source business model
6161
eZeZ PartnersPartners CommunitCommunityy
CustomersCustomers
•#1 open source content management software#1 open source content management software•Enterprise open source – “Grow the cake”Enterprise open source – “Grow the cake”•60 Employees in 8 countries (Europe & Asia)60 Employees in 8 countries (Europe & Asia)•230+ Partners230+ Partners•5000+ Customers5000+ Customers•30,000+ Community members30,000+ Community members
www.ez.nowww.ez.noSkien, NorwaySkien, Norway
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Promoting an open innovation attitudePromoting an open innovation attitude
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
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Understanding networksUnderstanding networks− Some network basicsSome network basics− What about power and performance?What about power and performance?− Leveraging external networksLeveraging external networks
Achieving high performance in a Achieving high performance in a networked multinationalnetworked multinational− Leveraging your networksLeveraging your networks− Leading a global virtual teamLeading a global virtual team
Today’s discussionToday’s discussion
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Myths and reality checks about networksMyths and reality checks about networks
I already know what is going on in my network I already know what is going on in my network Those who think they know their network the Those who think they know their network the
best are usually the ones who know the leastbest are usually the ones who know the least
We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” Informal networks can be “managed”
through changing the organizational contextthrough changing the organizational context
To build networks, you have to communicate To build networks, you have to communicate moremore
Networks can be strategically developedNetworks can be strategically developed
Adapted from Cross et al. 2002Adapted from Cross et al. 2002
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So, what does this mean for you?So, what does this mean for you?
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
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High performers leverage networks High performers leverage networks (in top 20% of organization’s HR ratings)(in top 20% of organization’s HR ratings)
Structural – Position themselves at key Structural – Position themselves at key points in the network and leverage points in the network and leverage networks to get things donenetworks to get things done
Relational – Invest in relationships that Relational – Invest in relationships that extend expertise and help to avoid extend expertise and help to avoid learning biases and career trapslearning biases and career traps
Behavioral – Understand and cultivate the Behavioral – Understand and cultivate the value of networks and focus on building value of networks and focus on building high quality relationships, not just big high quality relationships, not just big networksnetworks
66Cross, Parise, & Weiss 2006
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Two individuals with the same number of Two individuals with the same number of contacts but with very different access to contacts but with very different access to
resourcesresources
BA
67
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BillDept 3
Dept 4
Dept 1
Dept 2
Barb
Structural holes Structural holes Advantages of position in information Advantages of position in information
networksnetworks
Burt 1992, Baker 2003
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Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels
Look for complementary Look for complementary skills while maintaining a skills while maintaining a
balance!balance!Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006
Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond
local settinglocal setting
Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed
information information
Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise
69
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Do you know who has informal Do you know who has informal power across the organization?power across the organization?
Teigland 2003
How can you get to know these people?How can you get to know these people?70
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Are you connected?Are you connected?
Your subsidiaryYour subsidiarySubsidiary DSubsidiary D
Subsidiary A Subsidiary A Subsidiary B Subsidiary B
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Develop three forms of networkingDevelop three forms of networking
OperationalOperational PersonalPersonal StrategicStrategic
Purpose Getting work done efficiently
Enhancing personal and professional development
Developing and achieving future priorities
Members Mostly internal contacts and focused on current demands
Mostly external contacts and focused on current and future interests
Both internal and external contacts and focused on future
Network attributes
Depth through building strong working relationships
Breadth through reaching out to contacts who can refer you to others
Leverage through creating inside-outside links
74Ibarra & Hunter, HBR Jan 2007
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……while making sure you while making sure you create value and foster trust.create value and foster trust.
Build relationshipsBuild relationshipsbefore you need them,before you need them,
….….……
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Those who energize others are higher Those who energize others are higher performers while those who drain energy performers while those who drain energy are lower performersare lower performers
- Get higher commitment from othersGet higher commitment from others- Motivate others so get resources they needMotivate others so get resources they need- Help others learnHelp others learn
How do they do this?How do they do this?- Create a compelling vision – see the possibilities and Create a compelling vision – see the possibilities and
not the roadblocksnot the roadblocks- Enable others to contribute meaningfully to achieving Enable others to contribute meaningfully to achieving
the vision – allowing them to shape the road the vision – allowing them to shape the road - Are trustworthy – honest and not driven by a hidden Are trustworthy – honest and not driven by a hidden
agendaagenda
Higher performers create energy in their Higher performers create energy in their interactions with othersinteractions with others
Cross, Baker, & Parker 2003 76
www.knowledgenetworking.org 7979tschaut’s photostschaut’s photos
ContributioContributionn
ReciprocitReciprocityy
AccumulationAccumulation
ValueValue
The positive spiral of social networksThe positive spiral of social networks
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Understanding networksUnderstanding networks− Some network basicsSome network basics− What about power and performance?What about power and performance?− Leveraging external networksLeveraging external networks
Achieving high performance in a Achieving high performance in a networked multinationalnetworked multinational− Leveraging your networksLeveraging your networks− Leading a global virtual teamLeading a global virtual team
Today’s discussionToday’s discussion
www.knowledgenetworking.org
While we know what to do….While we know what to do….
81Network picture from http://n-e-r-v-o-u-s.com/blog/?m=200712
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
…….getting there is hard to do!!.getting there is hard to do!!
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Profitable Profitable growth growth through higher through higher efficiency and efficiency and innovationinnovation− Preventing the waste of valuable resources - avoid Preventing the waste of valuable resources - avoid
reinventing the wheelreinventing the wheel− Ensuring the use of leading-edge technology and Ensuring the use of leading-edge technology and
thinking across the firmthinking across the firm− Increasing customer satisfaction through shorter lead-Increasing customer satisfaction through shorter lead-
times and consistent behaviortimes and consistent behavior− Creating a competitive cost structureCreating a competitive cost structure− Facilitating breakthrough and incremental innovations Facilitating breakthrough and incremental innovations
through combination of technologies and ideas from through combination of technologies and ideas from across and outside the firmacross and outside the firm
An An attractive workplaceattractive workplace that encourages cross- that encourages cross-functional functional co-operation across the globeco-operation across the globe− Attracting and retaining key individuals Attracting and retaining key individuals
What are the benefits of global networks?What are the benefits of global networks?
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Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
How to bridge islands of competence?How to bridge islands of competence?
Transferred from
Stockholm
Teigland 1998
San Francisco
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Increasing focus on Global Virtual TeamsIncreasing focus on Global Virtual Teams
-Obligation-Job requirement
-Value-Commitment
- FriendshipGlue
-Planned-Actively discovered-Serendipitously discovered
Value Creation
-Organize tasks-Meetings-Informal
communications
-One-on-oneActivity
-Assigned-Defined boundary
-Mostly volunteers-Permeable boundary
-Friends & acquaintances-No boundary
Members
-Accomplish goal-Solve problems-Share info & ideas-Expand knowledge
-Share information-Friendship
Purpose
VirtualTeam
Communityof Practice
Personal Network
Adapted from McDermott 2001
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What is a Global Virtual Team (GVT)?What is a Global Virtual Team (GVT)?
Manager
Team Member
Team Member
Team Member
Team Leader
Manager
Manager
Manager
A group of people often with complementary skills: A group of people often with complementary skills: • Functioning across boundaries of space, time, and organizationFunctioning across boundaries of space, time, and organization
•Working together to achieve a shared purposeWorking together to achieve a shared purpose•Supported by information and communication technology Supported by information and communication technology
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Great potential from GVTs!Great potential from GVTs! ResourcesResources
− Getting the best people, no matter where they areGetting the best people, no matter where they are− Different perspectives from several locationsDifferent perspectives from several locations− Better resources for problem solvingBetter resources for problem solving
ProcessProcess− Improved quality of decision making, eg test ideas in Improved quality of decision making, eg test ideas in
multiple contexts before making final decisionsmultiple contexts before making final decisions− Greater commitment to tasksGreater commitment to tasks
ResultsResults− Improved creativity and innovationImproved creativity and innovation− Higher motivationHigher motivation− More individual need satisfactionMore individual need satisfaction− Higher organizational commitmentHigher organizational commitment− Reduced employee burnout due to travelReduced employee burnout due to travel− Reduced expenses related to travel and office costsReduced expenses related to travel and office costs
Schermerhorn 2004Schermerhorn 2004
Creation of the whole Creation of the whole >> sum of its sum of its partsparts
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What are the key challenges to GVTs?What are the key challenges to GVTs?
Think for 5 minutes individually Think for 5 minutes individually about the about the challenges with global virtual teams that challenges with global virtual teams that you are experiencing, have experienced, or you are experiencing, have experienced, or have seen around you.have seen around you.
DiscussDiscuss these with others at your table for these with others at your table for 10 minutes.10 minutes.
Select the 3 Select the 3 most crucial challenges per most crucial challenges per table.table.
Appoint a Appoint a spokespersonspokesperson to present them. to present them. Share Share with the group.with the group.
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What are the key challenges to GVTs?What are the key challenges to GVTs?
Three key aspects make working in global Three key aspects make working in global virtual teams different from working in virtual teams different from working in collocated teams:collocated teams:−You’re dealing with greater You’re dealing with greater complexitycomplexity, , −of which you see less, i.e., of which you see less, i.e., reduced visibilityreduced visibility, , −while having to rely on while having to rely on “handicapped” “handicapped”
communicationcommunication..
Within the overall theme of greater Within the overall theme of greater cross-cross-cultural diversitycultural diversity
Baan 2005
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Improving GVT performanceImproving GVT performance
Lipnak & Stamps 2007, Coleman 2006
90% people + 10% technology90% people + 10% technology
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Teams that focus on the issues of being Teams that focus on the issues of being “virtual” sometimes do well, but often don’t“virtual” sometimes do well, but often don’t
Teams that Teams that focus on being a teamfocus on being a team and getting and getting their job done well generally figure out the their job done well generally figure out the technology anywaytechnology anyway
But But equal technology supportequal technology support for all team for all team members is essential!!members is essential!!−Each team needs to customize its own Each team needs to customize its own
communications strategy based on members communications strategy based on members experience and skillsexperience and skills
Technology is not the most important part!Technology is not the most important part!
Adapted from Maznevski 2001
90% people + 10% technology90% people + 10% technology
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Leading from a distance is an absolute Leading from a distance is an absolute necessity …… It will be that way in necessity …… It will be that way in more and more industries. It is a more and more industries. It is a hard skill. People who have never hard skill. People who have never
done it don’t even recognize it as a done it don’t even recognize it as a separate skill.separate skill.
Connaughton & Daly
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What characterizes strong GVT What characterizes strong GVT leadership?leadership?
Think for 1-2 minutes individually Think for 1-2 minutes individually about about the challenges of leading virtual teams the challenges of leading virtual teams that you are experiencing, have that you are experiencing, have experienced, or have seen around you.experienced, or have seen around you.
Discuss Discuss these with others at your table these with others at your table for 10 minutes.for 10 minutes.
Select the 3 Select the 3 most crucial challenges per most crucial challenges per table.table.
Appoint a Appoint a spokespersonspokesperson to present them. to present them. ShareShare with the group. with the group.
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Characteristics of high-performing teamsCharacteristics of high-performing teams
A clear and elevating goalA clear and elevating goal A task-driven, results-oriented structureA task-driven, results-oriented structure Competent, committed members who work Competent, committed members who work
hardhard A collaborative climateA collaborative climate High standards of excellenceHigh standards of excellence External support and recognitionExternal support and recognition Strong and principled leadershipStrong and principled leadership
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You really want to create You really want to create that feeling that you’re that feeling that you’re right down the hallway.right down the hallway.
- Global Marketing Director- Global Marketing Director
Create a feeling of presenceCreate a feeling of presence
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Facebook Fridays – Embracing social mediaFacebook Fridays – Embracing social media
•#1 Applications Lifecycle Management (ALM) & business mashup
•96 of Fortune 100 as customers•800 employees in 18 countries across globe
•One hour every Friday to Facebook to find fun and connect with co-workers, customers, family,
and friends
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“The frequent interactions with people you have here [at headquarters] are often
attributed to trust. And over distance you have a complete void there. So you are missing one of your fundamental tools. Somehow you’ve got to overcome that. And that’s where the one-on-one calls
come in…”
Accessibility and attentionAccessibility and attention matter more matter more than physical closeness than physical closeness
What can you do with your interaction to make it more
personal?
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Communicate, communicate, communicateCommunicate, communicate, communicate
Communicate Communicate timely timely and and continuouslycontinuously
Use at least Use at least two two communicationcommunication channels channels for important messagesfor important messages
Link Link “big picture”“big picture” with with “little picture”“little picture”
Balance and Balance and respect all respect all members’ interestsmembers’ interests
Don’t take silence for agreement
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It is easy to under-communicate outside of your immediate sphere of contact everyday. And
that means that people feel lost and disconnected. When they hear about something that everyone back here
[headquarters] knew for weeks was coming and nobody told them, they feel they have
wasted time, effort, and personal investment.
Connaughton & Daly
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Avoid creation of an Avoid creation of an “inner circle”“inner circle”
Ensure information equityEnsure information equity− Avoid informing local team members before distant onesAvoid informing local team members before distant ones− Make information open to allMake information open to all− Link “big picture” with “little picture”Link “big picture” with “little picture”
Pay attention to those who are distantPay attention to those who are distant− Avoid giving more attention to those team members who Avoid giving more attention to those team members who
are closer geographically or organizationallyare closer geographically or organizationally− Aim to have weekly / bi-weekly one-on-one chats with all Aim to have weekly / bi-weekly one-on-one chats with all
team members where concerns can be raised and feedback team members where concerns can be raised and feedback givengiven
− Provide access to other connections in your networkProvide access to other connections in your network− Don’t assume anything - silence does not mean people Don’t assume anything - silence does not mean people
agree/disagree, care/don’t care.agree/disagree, care/don’t care.− Constantly check in and get involvementConstantly check in and get involvement
MoreMore difficult in Global Virtual difficult in Global Virtual Teams!!!Teams!!!
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Create trust through open, balanced Create trust through open, balanced communication….. communication…..
Provide open forum for discussion between Provide open forum for discussion between all partners, e.g., virtual project spaceall partners, e.g., virtual project space
Ruuska & Teigland 2008
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…….and a rhythm in your meetings.and a rhythm in your meetings
• Meets face-to-face every six Meets face-to-face every six monthsmonths
• Meets by formal telephone Meets by formal telephone conference every two monthsconference every two months
11 33 1313997755 1111
Maznevski 2001Maznevski 2001
MonthMonth
11 33 1313997755 1111MonthMonth
• No established rhythm of face-No established rhythm of face-to-face meetingsto-face meetings
• No rhythm of contact using rich No rhythm of contact using rich mediamedia
Ineffective teamIneffective team Effective teamEffective team
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Stretch time, don’t overload it Stretch time, don’t overload it
Team Member
Team Member
Team Member
Team Leader
•High performing teams stretch time, ie leverage time differences and technology
•Low performing teams overload time, ie meeting together simultaneously too often
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Clearly define virtual team rolesClearly define virtual team roles
Coleman 2006
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Develop guidelines Develop guidelines Example: EmailExample: Email
− Answer messages promptly Answer messages promptly − Update your outgoing message when out of the office Update your outgoing message when out of the office − Keep distribution lists currentKeep distribution lists current− Clearly identify the subject in the subject line Clearly identify the subject in the subject line − Prioritize mail by coding top of message with either “Requires Prioritize mail by coding top of message with either “Requires
action” or “For your information (FYI)”action” or “For your information (FYI)”− Send short, straightforward messages (no scrolling required)Send short, straightforward messages (no scrolling required)− Use attachments sparingly Use attachments sparingly − Use websites to communicate large documents Use websites to communicate large documents − Check spelling and grammarCheck spelling and grammar− Send group mail when all recipients actually need it Send group mail when all recipients actually need it − Forward messages with care and consideration Forward messages with care and consideration − When replying to a mail, only keep the relevant part of the mailWhen replying to a mail, only keep the relevant part of the mail− Only write what you are willing to see in the newspaperOnly write what you are willing to see in the newspaper− Avoid ironyAvoid irony− Do not use for urgent messages (use voice-to-voice or face-to-Do not use for urgent messages (use voice-to-voice or face-to-
face)face)− Agree that email is a supplement and not a substitute for Agree that email is a supplement and not a substitute for
personal interactionpersonal interaction
Reeves-Lipscomb 2001
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Foster trust to build relationships Foster trust to build relationships
Coleman 2006
Practices and discipline build trust, not who you are in virtual environments
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Team configuration matters Team configuration matters when it comes to trust!when it comes to trust!
Fully dispersedFully dispersed Three subgroupsThree subgroups Two subgroupsTwo subgroups
Least conflictLeast conflictMost trustMost trust
Most conflictMost conflictLeast trustLeast trust
Polzer et al 2002Polzer et al 2002
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“Work-to-live”culture
Risk avoidance
Knowledgeacquisition
Knowledgesharing
+
—
Cultural differences affect GVT behaviorsCultural differences affect GVT behaviors
+
Teigland 2003
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Diversity presents additional challenges Diversity presents additional challenges to achieving high performanceto achieving high performance
Surface diversitySurface diversity− Ethnic background, age, genderEthnic background, age, gender
Structural diversity (Structural diversity (difficult to seedifficult to see))− Different training/educational and occupational Different training/educational and occupational
backgroundsbackgrounds Learning histories, i.e., own patterns of information Learning histories, i.e., own patterns of information
acquisition and use acquisition and use Perspectives on analyzing and solving problems Perspectives on analyzing and solving problems Example: Basic researcher vs politician vs Example: Basic researcher vs politician vs
salespersonsalesperson
Ruuska & Teigland 2008
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Understand individual member’s Understand individual member’s motivations motivations
Low visibility/importanceLow visibility/importance
High visibility/importanceHigh visibility/importance
Develop Develop newnew creative creative
solutionssolutions
RReeuse old use old solutionssolutions
Adapted from Briner, Hastings & Geddes, 1996Adapted from Briner, Hastings & Geddes, 1996
TeamTeammember 1member 1
Team Team member 2member 2
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Conduct joint problem solving tasksConduct joint problem solving tasks
Ensure participation by all members in joint tasks Ensure participation by all members in joint tasks from the very beginning of the projectfrom the very beginning of the project− Example: Development of project objectivesExample: Development of project objectives
Use boundary objects to facilitate understandingUse boundary objects to facilitate understanding
Ruuska & Teigland 2008
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Develop collective competenceDevelop collective competence
Collective competenceCollective competenceTeam’s ability to work together Team’s ability to work together
to solve problems and achieve common goalsto solve problems and achieve common goals
Shared normsShared normsShared routinesShared routines
Shared languageShared languageShared understandingShared understanding
Ruuska & Teigland 2008Ruuska & Teigland 2008
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Collective competenceCollective competence
It’s really important to get a collective perspective in order for everyone to
understand the project’s core and to develop the project’s goals and outcomes…a critical point is when everyone is on the same page
and is able to look at the project with the same ”set of eyeglasses”.
Ruuska & Teigland 2008
www.knowledgenetworking.org
• ” ”Eld-själ” who burns for cause/drives the processEld-själ” who burns for cause/drives the process•Critical mass of insiders who help Critical mass of insiders who help • Second layer of seekers who askSecond layer of seekers who ask
• Lurkers on outside who follow conversationLurkers on outside who follow conversationWasko & Teigland 2002 114
Build a communityBuild a community
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Cap Gemini – NCN MS Electronic CommunityCap Gemini – NCN MS Electronic Community
Background and objectiveBackground and objective− To provide programmers working with Microsoft To provide programmers working with Microsoft
products a forum to help each other solve problems products a forum to help each other solve problems
Organization Organization − 345 programmers across Nordic countries345 programmers across Nordic countries
ActivitiesActivities− Helping each other through posting questions and Helping each other through posting questions and
responses on listserv nicknamed “L2A2L” (Learn to ask responses on listserv nicknamed “L2A2L” (Learn to ask to learn)to learn)
Critical success factorsCritical success factors− ““Eldsjäl” – one who burned for community and walked Eldsjäl” – one who burned for community and walked
the talkthe talk− High level of reciprocityHigh level of reciprocity
Teigland & Wasko 2003
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Encourage distributed leadership Encourage distributed leadership ……
Make Make every member responsibleevery member responsible for for
recognizing when task and/or maintenance recognizing when task and/or maintenance
activities are needed and taking actions to activities are needed and taking actions to
provide themprovide them−Leading through Leading through task activities task activities focuses on solving focuses on solving
problems and achieving performance resultsproblems and achieving performance results
−Leading through Leading through maintenance activities maintenance activities helps helps
strengthen and perpetuate the team as a social strengthen and perpetuate the team as a social
systemsystem
www.knowledgenetworking.org
How can you turn conflict into How can you turn conflict into creative creative conflictconflict??
117
?
Teigland & Ruuska 2009
www.knowledgenetworking.org
High team performance comes from High team performance comes from ongoing processes of positive and ongoing processes of positive and
negative feedbacknegative feedback
118
OtherOtherSpeaking about otherSpeaking about other
SelfSelfSpeaking about oneself or own groupSpeaking about oneself or own group
AdvocacAdvocacyy
Arguing for Arguing for own own
positionposition
High Perf.High Perf.Pos/Neg: 5.6Pos/Neg: 5.6
Medium Perf.Medium Perf.Pos/Neg: 1.9Pos/Neg: 1.9
Low Perf.Low Perf.Pos/Neg: 0.4Pos/Neg: 0.4
Losada & Heaphy 2004Losada & Heaphy 2004
InquiryInquiryExploring Exploring other’s other’s
viewpointviewpoint
Positive Positive – Support, – Support, encouragement, encouragement,
appreciationappreciationNegativeNegative – –
Disapproval, Disapproval, sarcasm, cynicismsarcasm, cynicism
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……and make sure you are connected and make sure you are connected
Your subsidiaryYour subsidiarySubsidiary DSubsidiary D
Subsidiary A Subsidiary A Subsidiary B Subsidiary B
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Explore new communication technologiesExplore new communication technologies
Text messaging/IMText messaging/IM− Quick connectionsQuick connections
BlogsBlogs− Build reputationBuild reputation− Share information Share information
Wikis Wikis − Collaborate and share knowledgeCollaborate and share knowledge
Forums & message boardsForums & message boards− Get employee feedbackGet employee feedback− Solve mutual problemsSolve mutual problems
Facebook, MySpace, Ning, TwitterFacebook, MySpace, Ning, Twitter− Build relationships, share, explore Build relationships, share, explore
Second Life, QWAQ, other virtual Second Life, QWAQ, other virtual worldsworlds− Build relationshipsBuild relationships− CollaborateCollaborate− Replicate the “water cooler”Replicate the “water cooler”
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Survey on collaboration technologiesSurvey on collaboration technologies
Survey of >100 people Survey of >100 people −Over 50% are top executivesOver 50% are top executives−50% in US and 50% elsewhere50% in US and 50% elsewhere
Working on teamsWorking on teams−62% work on teams over 50% of time62% work on teams over 50% of time−72% not sure how to apply collaboration 72% not sure how to apply collaboration
technologiestechnologies−65% have fear of using collaboration technologies65% have fear of using collaboration technologies
Coleman 2006
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Facilitating the virtual workforce Facilitating the virtual workforce through virtual worldsthrough virtual worlds
•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 Microsystems, Unilever Motorola, Novartis, Sun Microsystems, Unilever
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VWs improve global collaborationVWs improve global collaboration
Unilever uses SL to bring together Unilever uses SL to bring together individuals working with Dove across the individuals working with Dove across the
world world
Finding and connecting with Finding and connecting with peoplepeopleBuilding communitiesBuilding communitiesSharing information and Sharing information and knowledgeknowledgeSolving problems and finding Solving problems and finding solutionssolutionsLearning informallyLearning informally
Overcoming diversity Overcoming diversity challenges through creating challenges through creating collective competencecollective competence
Shared understandingShared understandingShared language, normsShared language, norms
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Improving global collaboration Improving global collaboration
Creating immersive workspaces in virtual Creating immersive workspaces in virtual worldsworlds
http://www.youtube.com/watch?http://www.youtube.com/watch?v=PnPBQAxUuDEv=PnPBQAxUuDE
By 2012, Gartner estimates that 70% of organizations will have their own private virtual
worlds. (May 2008)
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Tomorrow’s meetingTomorrow’s meeting
Telepresence by CiscoTelepresence by Cisco http://www.youtube.com/watch?http://www.youtube.com/watch?
v=rcfNC_x0VvEv=rcfNC_x0VvE
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Why use these new tools? Why use these new tools?
Melcrum 10/07
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Individuals make Individuals make choiceschoices about how they use their knowledge…about how they use their knowledge…
Knowledge resides in the minds of individualsKnowledge resides in the minds of individuals Individuals make own choices about Individuals make own choices about
knowledge knowledge −Share openly for the benefit of the organizationShare openly for the benefit of the organization−Protect and use only in work practice Protect and use only in work practice
Perception that an individual’s value is diminished if Perception that an individual’s value is diminished if share knowledgeshare knowledge
Knowledge is powerKnowledge is power−Protect and use only in external relationships Protect and use only in external relationships
for own benefitfor own benefit Knowledge leakageKnowledge leakage
−Leave the firm and take knowledge with themLeave the firm and take knowledge with them
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By the end of 2008By the end of 2008……
At least 70% of companies without At least 70% of companies without officialofficial support for blogs and wikis will have support for blogs and wikis will have multiple unofficial deploymentsmultiple unofficial deployments
Enterprise social software will be the Enterprise social software will be the biggest new workplace technology biggest new workplace technology success story of this decadesuccess story of this decade
Gartner: “Predicts 2007:Web 2.0 and Consumerization Forge Into Enterprise”, “Wikis and Social Software, 2007”
•Young people ”demand” to have collaboration tools/social media, they will not want to work there otherwise (HR)
•Legal, security reasons for slow deployment, not CIO (technical)
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Leadership and learning are indispensable to
each other.”
- John F. Kennedy
Leadership, teaching, and learning are
inextricably interlinked.
- Jack Welch
Leading and learningLeading and learning
www.knowledgenetworking.org
“The rate at which individuals and organizations learn may become the only sustainable competitive
advantage, especially in knowledge-intensive industries.”
130
Ray Stata,Chairman Analog Devices
www.knowledgenetworking.org 131
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
www.knowledgenetworking.org 132
Network sources and acknowledgementsNetwork sources and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− 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
− 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− 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− 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
− 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− James Moody,
www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
www.knowledgenetworking.org 133
GVT sourcesGVT sources
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, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 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 Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project
Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-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.
Robin’s homepage at www.knowledgenetworking.orgRobin’s homepage at www.knowledgenetworking.org