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Value networks and social media conversations



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Value networks and social media conversations

  1. 1. Value Co-Creation Networks and Social Media Conversations in the Green Tech Innovation Ecosystem Martha G. Russell & Camilla Yu Stanford University BECC November 17, 2010
  2. 2. Critical inflection points in ecosystems Patterns of exponential growth 1-2-4-8-16-32-64-128-256
  3. 3. Accelerating Change • In energy behavior with programs to – Catalyze the ecosystem of companies, products, services – Engage & sustain networks of consumer behavior change
  4. 4. Business Relationships Co-create Value • Collective learning, which includes organizational learning that promotes synergy inside the clustered firm (Fiol and Lyles, 1985); • Relative absorptive capacity, which helps search for ‘teacher firms’ with higher technological capabilities both inside and outside industrial clusters (Lane and Lubatkin, 1998); and • The exchange and combination of resources, which realizes the accomplishment of exchange and combination of technology resources among firms with relative absorptive capability (Molina-Morales, 2001)
  5. 5. The Way We USED to Think About Organizations New Organizational Chart Based on Relationships Relationship-Focused Co-Creation Infrastructure Company Ecosystem Infrastructure = Relationships
  6. 6. Global Green Tech Co-Creation Companies – Finance Firms – People Level 1 - Innovation Ecosystems Dataset, July 2010 Nodes inflated by out-degree
  7. 7. Level 1 Global Green Tech Business Ecosystem Level 1 - Innovation Ecosystems Dataset, July 2010 2100 Nodes, 650 Edges: Nodes inflated by out-degree
  8. 8. Level 3 Global Green Tech Business Ecosystem Level 3 - Innovation Ecosystems Dataset, July 2010 Nodes inflated by out-degree Only a few are mentioned by consumers
  9. 9. Brands vs. product categories Do consumers call it theirs?
  10. 10. Twitter Paid Media Web Sites Press Releases Blogs To Learn What Consumers Think
  11. 11. 140 characters
  12. 12. Tweets Have Conversational Value Anatomy of a Tweetology • Way users are related to messages – author, receiver, mentioned – RT PG&E4me • Type of messages - broadcast, conversation – @martharussell – #mediaxstanford • Related resource – content and reference to it, term disambiguation – url, – Stanford Ecolinguistic Ontology • June Flora, Carrie Armel, M Russell Claudia Wagner and Markus Strohmaier, “The Wisdom in Tweetonomies: Acquiring Latent Conceptual Structures from Social Awareness Streams,” WWW2010, April 26-30, 2010, Raleigh, North Carolina.
  13. 13. Rhythm & Context of Social Conversation
  14. 14. Rhythm & Context of Social Conversation
  15. 15. Rhythm & Context of Social Conversation
  16. 16. “Smart meter” March 2010 “Smart meter” September 2010 “Smart meter” November 2010 Amplify the Network Effect
  17. 17. Spread Change Through Networks • Emerging consumer conversations reflect momentum – memes and themes that describe the evolution of consumer attitude and behavior about changing energy behaviors • in relation to current events • In response to personal status – communities of awareness, interest and practice
  18. 18. Accelerate the Velocity of Change • Conversations about energy and behavior change • Opportunities for companies to co-create with consumers • Change agents create pathways for behavior change through business networks • They must synergize each other! • Accelerate TRUST building to catalyze innovation – Good purpose, norms of positive behavior, empower Smart Meter themes: First Utility – PG&E – Pepco – Siemens – NorthStar – Ohio – Maryland – Iowa – Naperville - McQuinty
  19. 19. Event Impact Coalition Shared Vision Transformation Measure & Track Interact & Feedback Co-Create Value Transformation Model Translate, measure and transform through networks 19 BEHAVIOR CHANGE Networks of consumers & Networks of companies Link consumers and companies
  20. 20. • Neil Rubens, PhD, – Assistant Professor, Graduate School of Information Systems – University of Electro-Communications, Tokyo • Raphael Perez, • Graduate Student, University of Electro-Communications, Tokyo • Jukka Huhtamäki, – Researcher, Lecturer – Hypermedia Laboratory (HLab) of Tampere University of Technology (TUT). • Kaisa Still, PhD, – Knowledge Management Specialist – VTT Technical Research Centre of Finland – Detection Technology, Beijing Innovation Ecosystems Network • Martha G Russell, PhD, – Sr. Research Scholar, HSTAR Institute – Associate Director, Media X at Stanford University • Ben LeNail • • Media X Visiting Researcher • Mergers & Acquisitions • Mario Gastel, – Graduate student, Texas Advertising, UT Austin – Fulbright Scholar (2009-11) • Jiafeng (Camilla) Yu, – Intern, Media X at Stanford University 20
  21. 21. 21 Innovation Ecosystems Network November 2010
  22. 22. Questions? Johari Window, Joseph Luft and Harry Ingham, 1955 Make complex relationships visible for sharing and co-creation

Editor's Notes

  • 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.
  • 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.
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