Over the Top (OTT) Market Size & Growth Outlook 2024-2030
Leveraging Social Networks for Results
1. Leveraging Networks for Tangible Results Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org
2. Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Ego Networks Regional Networks Infrastructure Networks Social Networks FAS.research Electronic Networks Informal Networks Networks of Practice Networked organization
3. A world of rapidly growing knowledge …. Growth Time Information and knowledge Human absorptive capacity Cohen & Levinthal 1989
4. A world of rapidly growing knowledge …. > One week in 2007 A person’s lifetime in 18th century
5. A world of rapidly growing knowledge …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
6. ....that is increasingly connected new friends family local colleagues old friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates
10. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
11. Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest public firms, 2000 ??
12. Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator
13. Groups of organizations (Sectors) Teigland et al. 2004 Social interaction in Uppsala Biotech Cluster Government Inter-sector organizations Academia Biotech firms Servicefirms Financial Institutions
14. Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal organization
18. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
20. Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months
21. What about performance? Firm A High creative Low on-time High on-time Low creative Teigland 2003 High creative Virtual community Firm B
22. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
23. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2007
29. “Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
30. When you hire someone,… … ..you “hire” his or her network.
31. Encourage an open innovation attitude Not all the smart people work for us. We need to work with smart people inside and outside the company. The smart people in our field work for us. If you create the most and the best ideas in the industry, you will win. If you make the best use of internal and external ideas, you will win. Closed attitude Open attitude Chesborough 2003
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34. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
35. Start your own network Swedish International Business School Alumni Network (SIBSAN) Stanford GSB Alumni Club Nobel Laureates Government Ministers Stanford
Great to see so many people interested in networks. I came from Stanford where networking is part of everyday of life Started my PhD research over ten years ago and one of first things I did was to look at the knowledge flows between the r&D units of three multinationals, HP, Ericsson, and Xerox. At beginnign of knowledge management era and companies investing heavily in KM, these companies no exception. Found that top management invested heavily in different intranet applications, thinking understood how individuals worked. So for example, patent, then spoke with one of scientists and found that on one hand did not even access the intranet this application, nahh, just went next door to ask colleague who working with this. Much easier, faster, and better information. This got me started on my journey of looking into networks. Very much management not understanding the way work gets done and now with knowledge work, thinking can manage knowledge in same way managed physical resources of organization. But not the case… So here today to talk about networks