Download - 2012.05.04 The Architecture of Collaboration
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The Architecture of Collaboration
Making a Rich Set of Resources Available to a Large Set of Actors
on an Unlimited Set of Projects
Professor Charles Snow Penn State University and
Fulbright Professor
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Current Activities
Fulbright-Hall Chair in Entrepreneurship, Vienna University of Economics and Business Founding Member, Organizational Design Community (www.orgdesigncomm.com) Co-Editor, Journal of Organization Design (www.jorgdesign.net)
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Functional Structure
GENERAL MANAGER
Engineering
Mechanical
Electrical
Distribution
Sales
Marketing Manufacturing
Assembly
Fabrication
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Divisional Structure
GENERAL MANAGER
Engineering
Marketing
Manufacturing
Division Manager (Product Group A)
Engineering
Marketing
Manufacturing
Division Manager (Product Group B)
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Matrix Structure
GENERAL MANAGER
Product Management
Product Group A
Marketing Manufacturing
MECH
Engineering
ELEC
Product Group B
Product Group C
X
X
X
SALES DISTR
X
X
X
FAB ASS’Y
X
X
X
X
X X
X
X
X = Resources required by a particular product group
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Hierarchical Organizations (1870 – 1970)
l Do Everything With Your Own Resources (Self-Reliance)
l Bigger is Better l Coordination and Control Achieved Primarily Through
Hierarchies (number of units, levels, superiors) l Main Drawback of Hierarchical Organizations: Slow
to Respond to Environmental Changes (Non-Adaptive)
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Lewis Galoob Toys
Lewis Galoob Toys
Headquartered in
San Francisco Approximately 100
employees
Research and Development
Performed by independent inventors
and entertainment companies
Suppliers Accounts receivable are
sold to a factoring company
Manufacturing Takes place in
factories in Hong Kong and China
Marketing and Distribution
Toys are sold by manufacturers’ representatives to
Toys R Us, Wal-Mart, etc.
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Multi-Firm Network Structure
l Leverage Core Capabilities l Outsource Non-Core Capabilities
l Link the External Providers to the Lead Firm in an Integrated Organization
l Collaborate with External Providers to Learn and Improve
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Knowledge-Intensive Sectors
In industries in which knowledge is complex and widely distributed, the locus of innovation is beyond the firm. (Powell et al., 1996) Biotechnology Computers Microelectronics Professional Services
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Blade.org: A Collaborative Community of Firms
l Launched by IBM and seven other Founding Firms in 2006
l Capitalized on IBM’s reputation forged in the open source software ‘movement’
l Grew to more than 200 member firms (mostly U.S. firms but some international)
l Blade.org has a significant share of the blade server market
l Blade.org ceased operations in June 2011
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Blade.org: Purpose and Strategy
l Purpose is to find applications for IBM’s bladecenter technology (a computer server technology)
l Strategy is to invent new solutions via collaborative innovation projects and networks
l Member firms are free to self-organize l Website, IdeaBank, and nine technical committees
constitute the “commons” l Principal Office serves as the Shared Services Provider
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Collaborative Innovation at Blade.org
Within 18 months, Blade.org firms developed more than 60 solutions through:
l Bilateral Collaboration (with customers) l Direct Collaboration (among two or more Blade.org
member firms) l Pooled Collaboration (IdeaBank) l External Collaboration (with outside firms)
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Actor-Oriented Architectural Scheme
Actors who have the values and capabilities to self-organize Commons where resources are accumulated and shared Protocols, Processes, and Infrastructures that enable the actors to connect and collaborate
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Contributions
Introduction of a valuable new concept Improved understanding of the organization of multi-party collaboration