creating value through social media_teigland
DESCRIPTION
A presentation for Sweden's Public Relations Association on social media and social networksTRANSCRIPT
CREATING VALUETHROUGH
SOCIAL MEDIA
DR. ROBIN TEIGLANDSTOCKHOLM SCHOOL OF
WWW.KNOWLEDGENETWORKING.ORG
WWW.SLIDESHARE.NET/ETEIGLAND
History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,
… …
22
Steam Steam engineengine
Internal Internal combustion combustion
engineengine
MicroelectroniMicroelectronicscs
Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C
Schön 2008
Third industrial revolution?
33
Competitive advantage is increasingly Competitive advantage is increasingly based on an organization’s ability to based on an organization’s ability to
changechange
Of original Forbes 100 in 1917Of original Forbes 100 in 191761 companies ceased to exist by 198761 companies ceased to exist by 1987Of remaining 39, only 18 stayed in top 100 Of remaining 39, only 18 stayed in top 100 and their return was 20% less than overall and their return was 20% less than overall market (1917 & 1987)market (1917 & 1987)
Of companies in original S&P 500 in 1957Of companies in original S&P 500 in 1957Only 74 remained in 1997Only 74 remained in 1997Of these only 12 outperformed S&P 500 in Of these only 12 outperformed S&P 500 in 1957-1998 period1957-1998 period
Beer 2002
4
Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?
v=jpEnFwiqdx8v=jpEnFwiqdx8
How are these trends affecting you How are these trends affecting you and your organization?and your organization?
GrowthGrowth
TimeTime
Information and Information and knowledgeknowledge
Human Human absorptive absorptive capacitycapacity
How can we keep up?How can we keep up?
Cohen & Levinthal 1989Cohen & Levinthal 1989 55
66
””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
777
Crowdsourcing: Capturing the wisdom of Crowdsourcing: Capturing the wisdom of crowdscrowds
What is it?What is it?−Customer participation in business and Customer participation in business and
business developmentbusiness development
Why the interest?Why the interest?−ExperienceExperience−OwnershipOwnership−EngagementEngagement−LoyaltyLoyalty
Brayrie 2007
88
Creating new knowledge sources…Creating new knowledge sources…
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
Shifting sources of valueShifting sources of value
Open business modelOpen business model−Competitive advantage through leveraging Competitive advantage through leveraging
external resources external resources (Chesborough 2003)(Chesborough 2003)
−Permeable organizational boundariesPermeable organizational boundaries−Redefinition of acceptable sources of value Redefinition of acceptable sources of value
and knowledgeand knowledge
Potential sources of valuePotential sources of value−Users as organizational resource Users as organizational resource (von Hippel (von Hippel
1988 2005)1988 2005)
−User interactions with organizations User interactions with organizations creates value through user-generated creates value through user-generated content content (Di Gangi & Wasko forthcoming)(Di Gangi & Wasko forthcoming)
Di Gangi 2008Di Gangi 2008 99
1010
Leveraging external resources to find Leveraging external resources to find solutions and solve unsolved problemssolutions and solve unsolved problems
eZ Systems and the eZ ecosystem: eZ Systems and the eZ ecosystem: An open source business modelAn open source business model
1111
eZeZ PartnersPartners CommunitCommunityy
CustomersCustomers
•#1 open source content management software#1 open source content management software•Enterprise open source – “Grow the cake”Enterprise open source – “Grow the cake”•60 Employees in 8 countries (Europe & Asia)60 Employees in 8 countries (Europe & Asia)•230+ Partners230+ Partners•5000+ Customers5000+ Customers•30,000+ Community members30,000+ Community members
www.ez.nowww.ez.noSkien, NorwaySkien, Norway
Traditional marketing vs social media Traditional marketing vs social media marketingmarketing
1212
http://adultaddstrengths.com/2008/11/05/http://adultaddstrengths.com/2008/11/05/obama-vs-mccain-social-media/obama-vs-mccain-social-media/
A new workforce is appearing…A new workforce is appearing…
1313Mahaley 2008, Merrill Lynch 1999, Beck and Wade, PrenskyMahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky
““Digital Immigrants”Digital Immigrants”““Digital Natives”Digital Natives”
Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal
Learning=Behind the deskLearning=Behind the desk
Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal
Learning=Behind the deskLearning=Behind the desk
Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal
Learning=Fun and gamesLearning=Fun and games
Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal
Learning=Fun and gamesLearning=Fun and games
1414
Using the internet to build relationships, find Using the internet to build relationships, find information and knowledge, solve problems, and information and knowledge, solve problems, and
learnlearn
Boyd et al. 2008, Rey 2008
Communication
Personal Media
Self-expression
Collective Intelligenc
e
ContentProduction
1515
Building skills in virtual environmentsBuilding skills in virtual environments
My CVMy CV•Leading a virtual team of 30 Leading a virtual team of 30
individuals from across the globeindividuals from across the globe•Creating and successfully Creating and successfully executing strategies under executing strategies under
pressurepressure•Managing cross-cultural conflict Managing cross-cultural conflict
without face-to-face without face-to-face communicationcommunication
Social mediaSocial media
It's all that college graduates know It's all that college graduates know now, and if companies want to be now, and if companies want to be successful, they'd better make use of successful, they'd better make use of social media for recruitment social media for recruitment purposes…….These people are our future purposes…….These people are our future educators, leaders, healthcare educators, leaders, healthcare professionals, entertainers, you name professionals, entertainers, you name it...snagging the cream of the crop is it...snagging the cream of the crop is best done via social media. best done via social media.
1616
-US Recuiting consultant-US Recuiting consultant
1717
Increasing pressure for the right knowledge Increasing pressure for the right knowledge at the right place at the right timeat the right place at the right time
Formal organization/ Formal organization/ Hierarchy Hierarchy
Social organization /Social organization /HeterarchyHeterarchy
Teigland et al. 2005Teigland et al. 2005
Social media help overcome these Social media help overcome these challengeschallenges
Finding and connecting with Finding and connecting with people internally and externallypeople internally and externally
Building communitiesBuilding communities Sharing information & Sharing information &
knowledgeknowledge Solving problems & finding Solving problems & finding
solutionssolutions Learning informallyLearning informally Creating shared understandingCreating shared understanding Creating shared language and Creating shared language and
normsnorms Attracting and retaining talentAttracting and retaining talent
1818
Communication
Personal Media
Self-expression
Collective
Intelligence
ContentProducti
on
20
Role of communities of practice in Role of communities of practice in organizations organizations
Create: Own & develop knowledgeCreate: Own & develop knowledge−Develop & manage good practiceDevelop & manage good practice−Build organizational competenceBuild organizational competence
Organize: Develop & manage materialsOrganize: Develop & manage materials−Develop tools, guidelines, templates Develop tools, guidelines, templates −Manage databasesManage databases
Disseminate: Connect people across boundariesDisseminate: Connect people across boundaries−Who knows what Who knows what −Home in changing organization & an uprooted Home in changing organization & an uprooted
societysociety Embed: Share ideas & insights Embed: Share ideas & insights
−Share tacit, complex ideas & insightsShare tacit, complex ideas & insights−Help each other solve problems & find innovations Help each other solve problems & find innovations
2121Wasko & Faraj 2000Wasko & Faraj 2000
Useful informationUseful informationSpecific answerSpecific answerPersonal gainPersonal gain
Why do people participate in a Why do people participate in a community?community?
Tangible Tangible returnsreturns
26%26%
Intangible Intangible returnsreturns
24%24%
Community Community interestinterest
50%50%
EnjoymentEnjoymentLearningLearning
ReputationReputation
Pro-social behaviorPro-social behaviorReciprocityReciprocity
Advancing the Advancing the communitycommunity
2323
Serena Software: Strengthening internal Serena Software: Strengthening internal and external relationships through and external relationships through
FacebookFacebook
•#1 Applications Lifecycle Management (ALM) & business mashup•96 of Fortune 100 as customers•800 employees in 18 countries across globe •Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends•Average employee age: 46•27 year old Silicon Valley company• >90% of employees on FB
Teigland & Hustad 2009
2424
IBM’s Atlas shows the social network of a IBM’s Atlas shows the social network of a topictopic
and how to get to someoneand how to get to someone
Poole 2008
2525
Improving recruiting effortsImproving recruiting efforts
Job Fairs
Accenture recruits in Second Life since 2006 – this recruiting has since paid for itself
A manager at a high-tech multinational recruits senior level employees through Orkut, resulting in reduced turnover and headhunter fees
Virtualworldnews.com 2008, Hustad & Teigland 2008
Content created by a user to be used by a userContent created by a user to be used by a user
From organization-generated content From organization-generated content (OGC) to user-generated content (UGC)(OGC) to user-generated content (UGC)
Content created by an organization to sell to a userContent created by an organization to sell to a user
Di Gangi 2008Di Gangi 2008 2626
2929
Examples at DellExamples at Dell
DiGangi 2008, Brayrie 2007DiGangi 2008, Brayrie 2007
Self-supportSelf-support
Product Product developmedevelopment nt
Scania Social Media NewsroomScania Social Media Newsroom
3131
““One of the best B2B newsrooms I have One of the best B2B newsrooms I have seen.” seen.”
-Bodnar, May 10, 2009-Bodnar, May 10, 2009
Scania Social Media Newsroom – Blog Scania Social Media Newsroom – Blog commentscomments
Content is clearly something that Scania has Content is clearly something that Scania has made a priority….aggregate, categorized, made a priority….aggregate, categorized, and tagged.and tagged.
But only written content is traditional product But only written content is traditional product releases. …no white papers, case studies, or releases. …no white papers, case studies, or other written documents that could add other written documents that could add additional value for a site visitoradditional value for a site visitor
3232http://socialmediab2b.com/2009/05/b2b-social-media-http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80newsroom/comment-page-1/#comment-80
Engaging readers in content creationEngaging readers in content creation
3333http://socialmediab2b.com/2009/05/b2b-social-media-http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80newsroom/comment-page-1/#comment-80
Suggestions for Erica, Suggestions for Erica, Internet Communications ManagerInternet Communications Manager
Include sales materials for sales team to Include sales materials for sales team to download and allow comments to help download and allow comments to help generate feedback from customers.generate feedback from customers.
Showcase more customer experiences: Showcase more customer experiences: written case studies, testimonials, videos written case studies, testimonials, videos with customers, etc.with customers, etc.
Focus on search add content that is focused Focus on search add content that is focused on your key search terms as a way to build on your key search terms as a way to build awareness with a new audience.awareness with a new audience.
Add a live chat function to answer customer Add a live chat function to answer customer questions or media questions in real-time.questions or media questions in real-time.
3434http://socialmediab2b.com/2009/05/b2b-social-media-http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80newsroom/comment-page-1/#comment-80
3535
Companies are turning to virtual worlds to Companies are turning to virtual worlds to facilitate creativity and innovationfacilitate creativity and innovation
•Public and completely private virtual business worlds (immernets) to recruit, train, collaborate, and innovate •Accenture, Cisco, IBM, Intel, Johnson & Johnson, Motorola, Novartis, Philips, Sun, Unilever, …..
No financial crisis in VWs?No financial crisis in VWs?
Increasing membersIncreasing members Increasing companiesIncreasing companies Increasing turnoverIncreasing turnover
Wonderland
3636
3737
Towards 3-D InternetTowards 3-D InternetLevel of
Inte
racti
on
Level of
Inte
racti
on
TimeTime
IndividualIndividual - - Web 1.0Web 1.0 ThinkingThinking
Mosaic, Prodigy, Mosaic, Prodigy, Compuserve, Compuserve, AOL, AOL, NetscapeNetscape
ConnectedConnected Web 2.0 Web 2.0 ThinkingThinking
Facebook, Facebook, Friendster, Friendster, Yahoo, Blogger, Yahoo, Blogger, Wikipedia, eBay, Wikipedia, eBay, Typepad, Typepad, LinkedIn. LinkedIn. Amazon,Amazon,
MySpace,MySpace,Textamerica,Textamerica,Delicious, Delicious,
HubPagesHubPages
SENSORYSENSORY
3D Internet3D InternetThinkingThinking
SecondLife, Active SecondLife, Active Worlds, There, Worlds, There, SimsOnline, Club SimsOnline, Club Penguin, World of Penguin, World of Warcraft, 3D Warcraft, 3D planets, planets, ToonTown, ToonTown, Habbo, VSlide, Habbo, VSlide, ProtosphereProtosphere
Hamilton 2008Hamilton 2008
3838
Improving virtual teaming Improving virtual teaming and cross-cultural skillsand cross-cultural skills
Task: To build a bridge in your virtual teamTask: To build a bridge in your virtual teamDesigned by Duke CE and Stockholm School of EconomicsDesigned by Duke CE and Stockholm School of Economics
3939
Improving internal effectivenessImproving internal effectiveness
Bringing together global brand managersBringing together global brand managers
4040
Co-creating solutions for today…Co-creating solutions for today…
Philips Design GroupPhilips Design GroupLead-user innovation workshopsLead-user innovation workshops
4141
HSB: creating tomorrow’s solution while HSB: creating tomorrow’s solution while attracting employees and customers attracting employees and customers
todaytoday
Building the house of the futureBuilding the house of the futurein a competition with architecture studentsin a competition with architecture students
HSB: One of Sweden’s largest real HSB: One of Sweden’s largest real estate management companiesestate management companies
4242
China is making big efforts in Virtual China is making big efforts in Virtual Worlds!Worlds!
•A “virtual economy district A “virtual economy district – a world where millions – a world where millions will work, communicate, will work, communicate,
and be in love”and be in love”
•Reaching out to the 150 Reaching out to the 150 mln overseas Chinesemln overseas Chinese
•7 million inworld at same 7 million inworld at same timetime
•Five virtual banking Five virtual banking licenses licenses
auctioned for $404,000 auctioned for $404,000
www.crd.gov.cn, www.foreignpolicy.com
“The real China is only a piece of land. We believe that there must be a China in
the virtual world and the real world.”Robert Lai, Chief Scientist, CRD
3D internet3D internet
4343
Before the first sheet of aluminum is even bent for production, the passengers will have flown, the crew will have serviced, and the pilots will have flown the plane.
CEO of Boeing supplier
4444
“I think there’s a world market for maybe five computers.”Thomas Watson, Chairman of IBM, 1943
“There is no reason anyone would want a computer in their home.”Ken Olson, President, Chairman and Founder of Digital Equipment Corporation, 1977
“Heavier-than-air flying machines are impossible.”Lord Kelvin, President, Royal Society, 1895
Match the tool to the purposeMatch the tool to the purposeToolTool PurposePurpose ExampleExample
Blogs/Microblogs ConversationRelationship buildingInformation sharingGetting customer and employee feedback
Sun MicrosystemsEricssonGE Healthcare
Discussion forums Self-supportSolution findingCustomer engagement
Dell
Wikis CollaborationMutual problem solvingEngagement
MotorolaSwedbank
Social networking sites
Community developmentRelationship buildingBuilding loyaltySolution finding
Serena SoftwareVictoria’s SecretJeep
Virtual worlds CollaborationInnovationEngagementKnowledge accidents
NokiaPhilipsIBM
4646
Are there any bAre there any benefits from social media, enefits from social media, or is it all hype?or is it all hype?
4747
IBM social software benefits acknowledged by % of survey respondents
87%
84%
84%
77%
74%
42%
60%
65%
65%
0% 20% 40% 60% 80% 100%
Increased skills
Accessed experts quicker
Shared know ledge w ith others
Reused assets
Increased productivity
Improved personal reputation
Increased sense of belonging
Increased sales
Improved customer satisfaction
Poole 2008: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007, completed by approximately 2,300 respondents
Are there any numbers to back this?Are there any numbers to back this?
Among the clients surveyed by Select Minds, corporate social networking resulted in:
1. Productivity Contributions: Increase in productivity by an average of 10%
2. Retention Contributions: Increase in retention by an average of 9%
3. Increases in New Business: Increase new business by an average of 12%
4. Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program….
1. become fully productive 49% faster than all experienced hires
2. became Star Performers (66%), versus 26% of experienced hires
4848Select Minds 2008: "Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance"
Social media at your company?Social media at your company?
4949
How are social media used internally and How are social media used internally and externally at your company?externally at your company?Are there any benefits?Are there any benefits?What could you do to better leverage social What could you do to better leverage social media?media?
Some search words for search enginesSome search words for search engines−Social media, Social networking, Web 2.0, Social media, Social networking, Web 2.0, Enterprise 2.0Enterprise 2.0
Some sitesSome sites−Company homepageCompany homepage blogsblogs−www.wikipedia.orgwww.wikipedia.org www.slideshare.netwww.slideshare.net
−www.youtube.comwww.youtube.com www.flickr.comwww.flickr.com−www.linkedin.comwww.linkedin.com www.facebook.comwww.facebook.com−www.twitter.comwww.twitter.com 49
5151
There is nowhere to hideThere is nowhere to hide
http://www.youtube.com/watch?v=t8XxcOj3SeoFortune, Rey 2008
Monitor social media sites and Monitor social media sites and react in a timely fashionreact in a timely fashion
There are implementation challenges….There are implementation challenges….
Difficulty to measure and validate value of Difficulty to measure and validate value of web 2.0web 2.0
Knowledge trading and leakage outside of firmKnowledge trading and leakage outside of firm Social overload and role conflictSocial overload and role conflict Poor organizational stewardshipPoor organizational stewardship Resistance from top managementResistance from top management
Web 2.0 and social networking are typically of a more grassroots nature – their
implementation in more traditional hierarchical organizations may result in
tension between employees and managementHustad & Teigland 2008 5252
52
5353
Empower employees to make the right Empower employees to make the right decisionsdecisions
Trust your employees and don’t ban social media Use wikis to enable employees to create the
company guidelines, eg IBM Provide examples of good use and poor use Yahoo’s best practice guidelines for blogging
(http://jeremy.zawodny.com/yahoo/yahoo-blog-guidelines.pdf)− Be respectful of your colleagues− Get your facts straight− Provide context to your argument− Engage in private feedback
When trusted, employees feel When trusted, employees feel empowered to do the right thing!empowered to do the right thing!
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My company has blocked my computer from
accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my
phone.
Management Management cannot mandatecannot mandate social relationships social relationships
5757
Enable usage of Enable usage of public & private spacepublic & private space
Private SpacePrivate Space
Public SpacePublic SpacePublic SpacePublic Space
McDermott 2001McDermott 2001
Communicate the competitive landscapeCommunicate the competitive landscape
5858
What is our strategy?1. Who are our customerscustomers?
2. What products do we sell?3. How do we create value?
https://www.securestate.com/PublishingImages/Competition-https://www.securestate.com/PublishingImages/Competition-(BIG).gif(BIG).gif
“Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls,
we are trusting them to make decisions and to act based on values...
In today's world, where everyone is so interconnected and interdependent…. If we're going to solve the biggest,
thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter.
And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large.
This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry
and beyond.
5959
Samuel Palmisano, IBM Chairman, President, and CEO
Treat like any change projectTreat like any change project
Kotter 1996
2. Form a powerful guiding coalition2. Form a powerful guiding coalition
1. Establish a sense of urgency1. Establish a sense of urgency
3. Create a vision3. Create a vision
8. Anchor new approaches8. Anchor new approaches
4. Communicate the vision 4. Communicate the vision
5. Empower others to act on the vision5. Empower others to act on the vision
6. Plan for and create short-term wins6. Plan for and create short-term wins
7. Consolidate improvements and produce more change7. Consolidate improvements and produce more change
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Plan for and create short-term winsPlan for and create short-term wins
1. Create 1. Create obtainable obtainable
targetstargets
2. Encourage 2. Encourage & convince & convince people that people that targets can targets can be reachedbe reached
3. 3. Recognize Recognize and reward and reward “winners”“winners”
Communicatethe wins
Adapted from Kotter 1996
6262
PeoplePeople• Net generationNet generation• NeuroplasticityNeuroplasticity•New demandsNew demands
TechnologyTechnology• Social software (Web 2.0)Social software (Web 2.0)• Broadband accessBroadband access• Mobile hardwareMobile hardware
BusinessBusinessEnvironmentEnvironment• GlobalizationGlobalization• Pace and Pace and changechange• Information loadInformation load
Watch out! Forces converging….Watch out! Forces converging….
Mahaley 2008Mahaley 2008
So, what does all this mean?So, what does all this mean?
Organizations have to develop their networks Organizations have to develop their networks globally - both inside and outglobally - both inside and out
Organizations have to leverage social mediaOrganizations have to leverage social media− To win the war for talent To win the war for talent
− To innovate for competitive advantageTo innovate for competitive advantage
Organizations have to develop their Organizations have to develop their employees’ network leadership skillsemployees’ network leadership skills
Organizations have to cultivate an open, Organizations have to cultivate an open, knowledge sharing cultureknowledge sharing culture
6363
If you love knowledge, set it free…
Network dynamics impact creativity and Network dynamics impact creativity and innovationinnovation
BA
6464
Poor Poor creativity and creativity and
innovative innovative performanceperformance
Highcreativity and
innovative performance
Teigland 2003
6565
All the things All the things right, right, but but
notnot the right the right thing!thing!
6666
"...when the rate of change "...when the rate of change outside an organization is outside an organization is greater than the change greater than the change inside, the end is near...." inside, the end is near...."
Jack Welch…Jack Welch…
6767
A new opportunity???A new opportunity???
Changing the mindsetChanging the mindset
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
6868
Photo by H. Lindholm, Metro
Sources and acknowledgementsSources and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
6969
Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers
− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.
− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.
− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for
Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).
- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.
- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project
Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..
- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.
Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”,
Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network
Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a
Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
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