This document discusses value co-creation networks and social media conversations in the green tech innovation ecosystem. It notes that business relationships can co-create value through collective learning, relative absorptive capacity, and the exchange and combination of resources. The document examines how global green tech innovation ecosystems operate at different levels and how social media conversations can help companies learn what consumers think about energy issues and changing energy behaviors. It proposes using social networks to spread change, accelerate the velocity of change, and catalyze innovation through trust-building between companies and consumers.
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
3. Accelerating Change
• In energy behavior with programs to
– Catalyze the ecosystem of companies, products, services
– Engage & sustain networks of consumer behavior change
http://palazzoinc.squarespace.com/storage/accelerate%20page_7968100.jpg?__SQUARESPACE_CACHEVERSION=1250889261461
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. The Way We USED to Think About Organizations New Organizational Chart Based on Relationships
Relationship-Focused Co-Creation Infrastructure
Company Ecosystem
Infrastructure = Relationships
6. Global Green Tech Co-Creation
Companies – Finance Firms – People
Level 1 - Innovation Ecosystems Dataset, July 2010
Nodes inflated by out-degree
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. 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
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, bit.ly
– 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.
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. 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
http://www.livingstonbuzz.com/2009/11/10/hold-the-line-energy-changes-are-a-long-time-coming/
Smart Meter themes: First Utility – PG&E – Pepco – Siemens – NorthStar – Ohio – Maryland – Iowa – Naperville - McQuinty
20. • Neil Rubens, PhD, neil@hrstc.org
– Assistant Professor, Graduate School of Information Systems
– University of Electro-Communications, Tokyo
• Raphael Perez, hdkmraf@gmail.com
• Graduate Student, University of Electro-Communications, Tokyo
• Jukka Huhtamäki, jukka.huhtamaki@tut.fi
– Researcher, Lecturer
– Hypermedia Laboratory (HLab) of Tampere University of Technology
(TUT).
• Kaisa Still, PhD, kaisastill@yahoo.com
– Knowledge Management Specialist
– VTT Technical Research Centre of Finland
– Detection Technology, Beijing
http://www.innovation-ecosystems.org
Innovation Ecosystems Network
• Martha G Russell, PhD, martha.russell@stanford.edu
– Sr. Research Scholar, HSTAR Institute
– Associate Director, Media X at Stanford University
• Ben LeNail
• benlenail@pacbell.net
• Media X Visiting Researcher
• Mergers & Acquisitions
• Mario Gastel, mariogastel@zeelandnet.nl
– Graduate student, Texas Advertising, UT Austin
– Fulbright Scholar (2009-11)
• Jiafeng (Camilla) Yu, camillayu@gmail.com
– Intern, Media X at Stanford University 20
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.
