Download - The I-Form Organization
Department of Business Administration College of Management
Raymond E. Miles, Grant Miles, Charles C. Snow,
Kirsimarja Blomqvist, Hector Rocha
31 October 2011 Fall 2011 MBA Management of Technology 1
Presented by Group 5 吳宣儀 D00741004 江 懿 B97203032 林玠恒 D00741002
Course Lecturer: Prof. Chung-Jen Chen
California Management Review Vol 51, No. 4
Summer 2009 CMR.BERKLEY.EDU
Seminar
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About the Authors
Abstract
The Evolution of Organizational Forms
The Innovation Era and the I-Form
Implementing the I-Form
0
1
2
3
5
The I-Form Cases 4
Conclusion and Remarks 6
Outline
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About the Authors 0
Charles C. Snow Professor of Business Administration
Department of Management and Organization
The Pennsylvania State University, Smeal College of Business
Raymond E. Miles Professor Emeritus and Former Dean
Faculty Advisor, Young Entrepreneurs at Haas
Haas Management of Organizations Group
University of California, Berkeley, Haas School of Business
Grant Miles Associate Professor
Department of Management
University of North Texas
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
Collaborative
Entrepreneurship How Communities of
Networked Firms Use
Continuous Innovation to
Create Economic Wealth
(2005)
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Abstract 1
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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The Evolution of Organizational Forms 2
Literature Review late 1800s~early 1990s 1920s~1980s late 1980s~
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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.
Define the Innovation Era
The Evolution of Organizational Forms 2
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The Evolution of the I-Form
The Evolution of Organizational Forms 2
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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The I-Form Cases -
Syndicom and Blade.org
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SpineConnect Internet-based software platform
Consultative comments Information
CollabComs Entrepreneurial collaboration
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The I-Form Cases 4
Case 1
Collaborative Innovation
Department of Business Administration College of Management
Promote blade server Industry standard
Not through contracts with suppliers and distributors
But provide more solution Reputational resources
Collaboration model (cont.)
The I-Form Cases 4
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Case 2
Collaborative Community of Firms
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» Bilateral collaboration
» Direct collaboration
» Pooled collaboration
» External collaboration
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The I-Form Cases 4
Collaboration Model of Blade.org
Building the
community
around a shared
interest can
facilitate the
growth and
effectiveness of
the community.
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Implementing the I-Form
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» Emerging “application”
Effective knowledge sharing
Trusting relationships
Collaborative skills
» Intrinsic motivation to the goal- the economic
returns individuals expect to achieve.
Implementing the I-Form 5
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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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Implementing the I-Form 5
Department of Business Administration College of Management
» 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.
Implementing the I-Form 5
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Conclusion and Remarks 6
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.
Department of Business Administration College of Management
U-form M-form I-form
垂直整合 矩陣式整合 網絡化
單一業務 業務複雜 合作需求
提高效率 強化部門間互動 公司間的互動
Ford
GE
IBM
J&J TGC
Acer
Syndicom
Blade
Conclusion and Remarks 6
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Remarks
1. The focus of this study is on the changing of business
and organizational models: U-form M-form I-form
2. Open innovation and I-Form: cultures where there are
supportive social and managerial value systems
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Q & A