Value Creation Elements in Learning Collaborative Networked Organizations

PRO-VE'08 - Poznan, POLAND. 8 - 10 September 2008

Value Creation Elements in Learning Collaborative Networked OrganizationsLeandro Loss1, Alexandra A. Pereira-Klen2, Ricardo J. Rabelo2

1Orange Labs

2Federal University of Santa Catarina

September 09, 2008

PRO-VE'08 – Value Creation Elements in Learning Collaborative Networked Organizations, September 09, 2008.

contents

1 Introduction

2 Objective

3 Strategic Alliances

4 VBEs and VOs

5 Learning CNOs

6 Final Considerations

7 Next Steps


Introduction

� Due to a rapid development and efficiency improvements

necessary in business nowadays, adequate resources and

knowledge are required

� However, very often resources are not available or there is a

lack of adequate knowledge for carrying out inter-

organizational tasks which are based on distributed and

collaborative business processes


Introduction

� Regarding the field of inter-organizational collaboration there

is an important but not yet deeply explored field of research

that is related to the learning capacity of networked

organizations

� It is argued that organizations that are part of a collaborative

network are able to learn with their experiences and use

their knowledge in order to create value to the entire

network as well as act pro-actively to the problems


Objective

� The objective of this work is to highlight the importance of the organizational learning concept, not in the perspective of one single organization, but to related to the learning capacity of all partners involved in a CN

� It is the capacity of the network to learn with its own experience and with the experience of others, and the identification of elements that allow value creation to the entire CN

What are the elements that foster learning

in CNs and their value creation?


Strategic Alliances

� Strategic alliances are not new in society. They have

appeared over the years in many areas, including politics,

trade, humanitarian support, among others

� This field has increased its importance nowadays due to its

empowerment by ICT applications that provide more reliable

communication channels and higher interconnectivity

between organizations (B2B approaches), between

organizations and people (B2C approaches) and even

among people by ordinary instant messaging tools


Strategic Alliances

� They may vary from a vast amount of manifestations ranging

from contract-based manifestations (like joint ventures,

holdings, consortia) and supply chains to less formal or more

dynamic collaboration forms, like Virtual Organizations and

Virtual Enterprises

� Here it is important to define the concepts of VOs and VBEs


VBEs and VOs

Open Environment

Virtual Organization Breeding Environment

Virtual Organization 1Virtual Organization 2

Single Organizations

Organizations in a VBE

Organizations in a VBE selected for VO 1

Organizations in a VBE selected for VO 2

(source: Afsarmanesh & Camarinha-Matos, 2005)


VBEs and VOs

� During the last years the advances in the CNs have

increased concerning many important topics like trust

building, governance rules, management, ICT support, and

partner search and suggestion, VO performance

measurement, just to mention some approaches

� Despite all efforts, very few of them have been dealing with

the learning issue as well as using it to create value in CNOs


Learning CNOs

� The concept of Learning Collaborative Networked

Organization (L-CNO) is seen as the ability that a CNO has

to gather its experience and its existing and new

knowledge for value creation along the CNO’s life-cycl e

� It means to learn in a dynamic collaborative environment

in order to continuously adapt and improve itself

� Moving from a value chain concept to value networks


Learning CNOs

� CNOs may learn from their own experiences and to use

their own data and their documents in order learn with their

own experience and to become more competitive

� In such environment people and organizations are motivated

to externalize their knowledge

� How? Through Value Elements :


Learning CNOs

TraditionalOrganizations

NetworkedOrganizations(VBE)


OrganizationalValue Element

Organizational Value Element


Organizational Value Element

� The Organizational Value creation element intends to map

and convert organizational knowledge from tacit to explicit

form and vice-versa

� Some mechanisms that can support it are:

– Briefing & debriefing process

– Benchmarking

– Performance indicators

– Training programs

– BPs/DBPs



briefing/debriefing

benchmarkingtraining

performance indicators

Technological Value Element

BPs/DBPs




� The Technological Value creation element considers the

tools that support extraction, storing, access, and distribution

of information and knowledge to all interested CNO’s

members

� It leverages the CNO learning by using, spreading, and

producing knowledge




– Data analysis

– ICT-I framework

– Web & text mining

– CSCW (computer supported cooperative work)

– Instant messengers

– Web 2.0 (aggregators)



briefing/debriefing




data analysis

HumanValue Element

CSCW

instant messengersICT-I framework

web & text mining

Web 2.0 tools

Human Value Element


Human Value Element

� The Human Value creation element provides means to

people compare acquired experiences in order to improve

their knowledge as well as stimulate them to share

knowledge

� The integration of human aspects with technological or

organizational aspects are extremely important to the

functioning of organizations


Human Value Element


– Encouragement of trust building

– Communities of practice

– StoryTelling technique

– Improvement of individual competences



briefing/debriefing




data analysis

HumanValue Element

CSCW

instant messengersICT-I framework

web & text mining

Web 2.0 tools trust building

communities of practice

storytelling

individual competences

Learning CNOs


Learning CNOs

� The human value creation element is closely related to the

organizational value creation element, and both are

supported by the technological value creation element

� These three elements support the value creation in CNOs

and are enablers to foster a Learning CNO environment

� It supports the idea of value networks


Final Considerations

� This framework provides methodologies and tools that can

be used for managing best practices and spreading them out

to all CNOs’ members, which creates a virtuous cycle of

learning and hence enhance CNO competitiveness

� The elements being part of a L-CNO shall be considered as

three complementary perspectives


Final Considerations

� It is important to highlight that the organizational and technological

value creation elements shall be seen as a set of mechanisms that

may be used to improve the efficiency in disseminating and

combining data. When they are merged and properly used by

individuals (human value element) they can support the L-CNO

concept and create value in/to the entire CNO

� These elements to anticipate problems in order to act not only

reactively, but also pro-actively

� It opens the horizons to the emerging of new applications to

support L-CNOs


Next Steps

� The next steps of this research topic is related to its

application in healthcare scenario

� Healthcare sector also deals with issues like uncertainty,

instability, flexibility, adaptability, as well as joint actions, in

the same way than CNOs. As such, healthcare sector might

learn with the experiences and the lessons learned from the

past and also may learn in advance in order to avoid future

problems

PRO-VE'08 - Poznan, POLAND. 8 - 10 September 2008

thank youLeandro Loss

[email protected]

Documents

Value Creation Elements in Learning Collaborative Networked Organizations