Value networks and social media conversations

Innovation Ecosystems Network Analysis
Nov. 30, 2010
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
Value networks and social media conversations
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Value networks and social media conversations

Editor's Notes

  1. Innovation Ecosystems refer to the inter-organizational, political, economic, environmental, and technological systems through which a milieu conducive to business growth is catalyzed, sustained, and supported. Value is co-created for the innovation ecosystem through events, impacts and coalitions/networks that emerge from a shared vision of the desired transformations. Data-driven metrics measure, track and visualise the transformation, empowering interaction with feedback for the shared vision.
  2. Infrastructure Companies are interlocked through key people – information flow, norms, mental models.(Davis,1996) (Visual) Social Network Analysis “. . . allows investigators to gain new insights into the patterning of social connections, and it helps investigators to communicate their results to others.“ (Freeman, 2009) Relationships provide the infrastructure for resource flows. This is especially important as information technology and globalization have changed the way we think about organizations. These resources might be financial; they might be informational; they might be access to markets or materials. Among executives and key employees, relationships are the basis for the transfer of technologies and knowledge, professional networks, business culture, value-chain resources, and mental models. Corporate governance is embedded and filtered through social structures in the relationships among Directors. These relationships influence co-creation of things such as: executive compensation, strategies for takeovers, defending against takeovers. Through relationships with investors and service providers, businesses co-create an awareness of external forces, of competitive insights, and they are able to leverage resources. Relationship interlocks provide a social relationship “filter” for governance, for information flow & norms. Relationships are the vehicle for co-creating and transferring mental models, as well as implicit and explicit know-how. Using social network analysis we can visualize the patterning of social connections and relationships.