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The I-Form Organization
 

 

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    The I-Form Organization The I-Form Organization Presentation Transcript

    • Department of Business Administration College of Management Course Lecturer: Prof. Chung-Jen Chen Seminar Raymond E. Miles, Grant Miles, Charles C. Snow, Kirsimarja Blomqvist, Hector Rocha California Management Review Vol 51, No. 4 Summer 2009 CMR.BERKLEY.EDU Presented by Group 5 吳宣儀 D00741004 江 懿 B97203032 林玠恒 D0074100231 October 2011 Fall 2011 MBA Management of Technology 1
    • Department of Business Administration College of Management Outline 0 About the Authors 1 Abstract 2 The Evolution of Organizational Forms 3 The Innovation Era and the I-Form 4 The I-Form Cases 5 Implementing the I-Form 6 Conclusion and Remarks31 October 2011 Fall 2011 MBA Management of Technology 2
    • Department of Business Administration College of Management 0 About the Authors Raymond E. Miles Collaborative Professor Emeritus and Former Dean Entrepreneurship Faculty Advisor, Young Entrepreneurs at Haas How Communities of Haas Management of Organizations Group Networked Firms Use University of California, Berkeley, Haas School of Business Continuous Innovation to Grant Miles Create Economic Wealth Associate Professor (2005) Department of Management University of North Texas Charles C. Snow Professor of Business Administration Department of Management and Organization The Pennsylvania State University, Smeal College of Business Kirsimarja Blomqvist Professor of Knowledge Management Department of Management and International Business School of Business, Lappeenranta University of Technology, Finland Hector Rocha Professor of Business Policy IAE Business and Management School of Austral University, Argentina Enterprise Board for Integration and Development31 October 2011 Fall 2011 MBA Management of Technology 3
    • Department of Business Administration College of Management 1 AbstractThe Phenomenon 1. a market exploration model that aids in the pursuit of opportunities generated by intersecting technologies and markets is emerging in knowledge-intensive environments. 2. Effective market exploration, in turn, requires the development and use of community- based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another.The Research and Findings1. The co-evolution of business and organizational models has been examined.2. A new organizational form, the Innovation-form (I-form for short), is proposed.3. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing.4. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge.5. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments.31 October 2011 Fall 2011 MBA Management of Technology 4
    • Department of Business Administration College of Management 2 The Evolution of Organizational FormsLiterature Review late 1800s~early 1990s 1920s~1980s late 1980s~31 October 2011 Fall 2011 MBA Management of Technology 5
    • Department of Business Administration College of Management 2 The Evolution of Organizational FormsDefine the Innovation Era 1. market exploration business model: continually examine the fit between products/services and related markets that utilize similar technologies. 2. The Market Exploration Process: The market exploration business model is built on a strategy of persistent exploration of an expanding set of complementary markets whose participants continuously adapt technologies to new uses. 3. Entrepreneurial R&D: adapting an idea developed in one arena to a new use in another arena 4. multiply the income-generating potential of knowledge-driven innovation to unlimited levels. 31 October 2011 Fall 2011 MBA Management of Technology 6
    • Department of Business Administration College of Management 2 The Evolution of Organizational FormsThe Evolution of the I-Form 1. 1970s: focus and outsource, the origin of the I-Form. (a lead firm and multifirm groups, also called network organizations or supply chains; more flexible and act faster) 2. 1990s: new business models based on inter-firm collaboration (ex: TCG Group, Acer Group) 3. TCG Group: Triangulation Network (the principle customer + the lead TCG firm + an external technology-development company) 4. Acer Group: a global federation of independently owned firms. 5. inter-firm business models + managerial values and philosophies  operating protocols 6. multi-firm network organizations: design + ongoing trust-building = extended enterprises (collaborative federations or communities) 31 October 2011 Fall 2011 MBA Management of Technology 7
    • Department of Business Administration College of Management The I-Form Cases - Syndicom and Blade.org31 October 2011 Fall 2011 MBA Management of Technology 8
    • Department of Business Administration College of Management 4 The I-Form CasesCase 1 Collaborative Innovation SpineConnect Internet-based software platform Consultative comments Information CollabComs Entrepreneurial collaboration 31 October 2011 Fall 2011 MBA Management of Technology 9
    • Department of Business Administration College of Management 4 The I-Form CasesCase 2Collaborative Community of Firms Promote blade server Industry standard Not through contracts with suppliers and distributors But provide more solution Reputational resources Collaboration model (cont.) 31 October 2011 Fall 2011 MBA Management of Technology 10
    • Department of Business Administration College of Management 4 The I-Form CasesCollaboration Model of Blade.org » Bilateral collaboration Building the » Direct collaboration community around a shared » Pooled collaboration interest can » External collaboration facilitate the growth and effectiveness of the community. 31 October 2011 Fall 2011 MBA Management of Technology 11
    • Department of Business Administration College of Management Implementing the I-Form31 October 2011 Fall 2011 MBA Management of Technology 12
    • Department of Business Administration College of Management 5 Implementing the I-Form » Emerging “application”  Effective knowledge sharing  Trusting relationships  Collaborative skills » Intrinsic motivation to the goal- the economic returns individuals expect to achieve.31 October 2011 Fall 2011 MBA Management of Technology 13
    • Department of Business Administration College of Management 5 Implementing the I-Form 使命明確 價值陳述清楚 自由地分享知識 保證個人 公司和團體的公平待遇 非層級化結構 以一個整體提供行政服務與戰略行動 自發性並集體管理31 October 2011 Fall 2011 MBA Management of Technology 14
    • Department of Business Administration College of Management 5 Implementing the I-Form » Implementation challenges  May not recognize the competitive prowess of a collaboration-based organization.  Seem unable to create or become a part of a truly collaborative community. » I-form succeeding primarily in those industries and cultures where the social and managerial value systems are most supportive.31 October 2011 Fall 2011 MBA Management of Technology 15
    • Department of Business Administration College of Management 6 Conclusion and RemarksConclusions 1. This study describes several of the notable organizational experiences which enhance knowledge sharing and capable of generating economic wealth through collaborative entrepreneurship. 2. Including its required capabilities and supporting managerial values, are most likely to succeed.31 October 2011 Fall 2011 MBA Management of Technology 16
    • Department of Business Administration College of Management 6 Conclusion and RemarksRemarks 1. The focus of this study is on the changing of business and organizational models: U-form  M-form  I-form U-form M-form I-form 垂直整合 Ford 矩陣式整合 IBM 網絡化 Acer Blade 單一業務 業務複雜 J&J 合作需求 TGC Syndicom 提高效率 強化部門間互動 GE 公司間的互動 2. Open innovation and I-Form: cultures where there are supportive social and managerial value systems31 October 2011 Fall 2011 MBA Management of Technology 17
    • Department of Business Administration College of Management Q&A31 October 2011 Fall 2011 MBA Management of Technology 18