This document summarizes a presentation about the evolution of organizational forms and the emergence of a new form called the Innovation-form (I-form). It discusses how I-forms allow firms to effectively pursue opportunities through intersecting technologies and markets. I-forms require community-based designs that facilitate collaboration between firms, customers, and partners. The presentation examines two case studies of I-forms - Syndicom and Blade.org - and discusses how to implement I-forms through knowledge sharing, trust-building, and collaborative skills. It concludes that I-forms are most likely to succeed in industries with social and managerial cultures supportive of open innovation and inter-firm collaboration.

1. 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 D00741002
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2. 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 Remarks
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3. 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 Development
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4. Department of Business Administration
College of Management 1 Abstract
The 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 Findings
1. 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.
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5. Department of Business Administration
College of Management 2 The Evolution of Organizational Forms
Literature Review late 1800s~early 1990s 1920s~1980s late 1980s~
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6. Department of Business Administration
College of Management 2 The Evolution of Organizational Forms
Define 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.
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7. Department of Business Administration
College of Management 2 The Evolution of Organizational Forms
The 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)
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8. Department of Business Administration
College of Management
The I-Form Cases -
Syndicom and Blade.org
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9. Department of Business Administration
College of Management 4 The I-Form Cases
Case 1
Collaborative Innovation
SpineConnect Internet-based software platform
Consultative comments Information
CollabComs Entrepreneurial collaboration
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10. Department of Business Administration
College of Management 4 The I-Form Cases
Case 2
Collaborative Community of Firms
Promote blade server Industry standard
Not through contracts with suppliers and distributors
But provide more solution Reputational resources
Collaboration model (cont.)
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11. Department of Business Administration
College of Management 4 The I-Form Cases
Collaboration 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.
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12. Department of Business Administration
College of Management
Implementing the I-Form
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13. 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.
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14. 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
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15. 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.
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16. Department of Business Administration
College of Management 6 Conclusion and Remarks
Conclusions
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.
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17. Department of Business Administration
College of Management 6 Conclusion and Remarks
Remarks
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 systems
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18. Department of Business Administration
College of Management
Q&A
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