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Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
Value Creation & the Evolution of Organizational Business Models
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Value Creation & the Evolution of Organizational Business Models

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Presentation by Paul M. Di Gangi on January 31, 2011 at the Stockholm School of Economics in Second Life (SSE Island) for Robin Teigland. …

Presentation by Paul M. Di Gangi on January 31, 2011 at the Stockholm School of Economics in Second Life (SSE Island) for Robin Teigland.

This presentation outlines the key shifts in people, technology, and the economy that have led to the growth of new types of organizational business models and how value can be created.

This presentation is also available here: http://www.slideshare.net/eteigland/lecture-by-paul-digangivalue-creation

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  • Transcript

    • 1. Exploring Business Models and the Role of Information Technology on Value Creation
      Paul M. Di Gangi, Ph.D.
      Western Carolina University
      www.paulmdigangi.com
      pdigangi@gmail.com
    • 2. Presentation Structure
      Start
      Introduction
      Drivers of Evolution
      Types of Business Models
      Understanding Co-created Value
      What should I take away from this?
      Questions
      Finish
    • 3. I am a product of my...
      n
      e
      t
      w
      o
      r
      k
    • 4.
    • 5. The Business Model
      An organization’s line in the sand
      1/31/2011
    • 6. The Business Model
      An organization’s line in the sand
      The conceptual foundation that determines how an organization creates and captures value.
      Develops the boundaries of an organization by:
      • Articulating the organizations vision
      • 7. Approach to managing value creation
      1/31/2011
    • 8. Happens
      1/31/2011
    • 9. < 1 >
      PeopleChange...
    • 10. Increased
      Interactivity
    • 11. Suddenly... everyone’s a 933|<!
    • 12. < 2 >
      Our//0rLD can Change...
    • 13.
    • 14. Explosion of Social Media
    • 15. < 3 >
      Our choices Change...
    • 16. Networked Individualism
      (Wellman et al., 2003)
    • 17. 1/31/2011
      Social Affordances
      (boyd, 2007)
    • 18. User-generated Content
    • 19. Our economy changes
      Closed
      Open
      Co-created
      (Pine Jr. & Gilmore, 1998; 1999)
    • 20. Business Models
      What happens to them?
      Johnson, Christensen, and Kagermann (2008)
    • 21. They Evolve...
      1/31/2011
    • 22. Closed Model
      Organizations internalize resources for value creation; restrict access to knowledge, and protect intellectual property.
    • 23.
    • 24. Open Model
      Organizations leverage both internal and external resources for value creation; strategically interact with its environment
    • 25. User-driven Innovation
      “Distributed groups of individuals focused on solving a general problem and/or developing a new solution supported by computer-mediated communication.”
      (Dahlander & Wallin, 2006 p. 1246)
    • 26. User-driven Innovation
      “Distributed groups of individuals focused on solving a general problem and/or developing a new solution supported by computer-mediated communication.”
      (Dahlander & Wallin, 2006 p. 1246)
    • 27. Co-created Model
      Organizations encourages the flow of knowledge between internal and external resources; focuses on a common good where both parties benefit
    • 28. Private-Collective Community
      Driven by both parties sharing their experiences and co-creating the value of the network.
    • 29. How can we make these models work for us?
    • 30. Balancing the needs of both parties
      User Interests
      vs
      Organizational Interests
    • 31. Getting your customers’ ideas to work for you:
      Building user innovation communities
      Paul M. Di Gangi
      Molly Wasko
      Robert Hooker
      Presented at the SIM Workshop on Internet Architectures and Web 2.0 in Phoenix, Arizona in conjunction with the International Conference on Information Systems.
    • 32.
    • 33. Considering
      Rejected
      No Status Update
      Implementing
      Size by # Ideas Contributed
      February 2007
      Di Gangi, P. M. (2009)
    • 34. Social Processes
      Social processes for the effective development of an idea were required to transfer end user ideas into adoptable ideas for Dell. Users within adopted ideas collaborated to resolve differences in opinion, create consensus, and provide additional information to Dell.
    • 35. Exploring the Organization-User Relationship in Private-Collective Knowledge Communities
      Robin Teigland
      Elia Giovacchini
      Bjørn-Tore Flåten
      Paul M. Di Gangi
      Currently under review at the CK Prahalad SMS Special Conference.
    • 36. Relational Dynamics
      Theme One
    • 37. “Did you mean the communication between <NAME REMOVED> and the eZ publish community? Yes, it’s very nice!”
      “I think the communication by <NAMES REMOVED>… is great, but one gets the feeling that they may not have the best communication with eZ Systems.”
      Responses suggest a distinction among organizational agents (those working within eZ Publish community) and the organization (eZ Systems) when it comes to perceptions about communication.
      Relational Dynamics
    • 38. Decision Making Process
      Theme Two
    • 39. “Maybe more trusted people could make/develop eZ Publish. More people from community could become professional or ‘half-professional’ eZ partners, developers…”
      “… It’s harder to give confidence to an open-source community driven by an editor than a community driven by a democratic or autocratic authority.”
      Responses suggest a significant interest in understanding the dynamics that exist in terms of the decision making process, “rights” of the community”, and the benefits of commitment to community.
      Decision Making Process
    • 40. Member Development
      Theme Three
    • 41. “Creating the badge/grade/xp/achievementsystem…”
      “Focus heavily on the noob. Hard core devs are already here, but there are not that many in the world. Grooming noobs is a growth opportunity.”
      Responses focused on interest in developing & nurturing the growth of the community via technical (e.g., achievement system & webinar features) and social adjustments (e.g., training and mentorship for new members & inexperienced developers).
      Member Development
    • 42. Overarching Finding
      Need to develop a deeper understanding of the relationships within the eZ Share community.
      3OA
      OA
      eZ Organizational Agent
      eZ
      3OA
      3rd Part Organizational Agent
      CM
      OA
      CM
      OA
      CM
      Community Member
    • 43. How can I 933|< out?
    • 44. Socio-Technical System
      Platforms
      People
      Societal Shifts
    • 45. Thank You for Engaging
      Contact @ pdigangi@gmail.com | Website @ www.paulmdigangi.com
      Modified version of these slides will be available @ www.slideshare.com/pmd06c

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