Collaborate To Compete Driving Profitability in the Knowledge Economy Robert K, Logan

1
Collaborate To Compete Driving Profitability in
the Knowledge EconomyRobert K, Logan Louis W.
Stokes

• Presented by
• Tawit Sudsakorn
• Graduate School

2
Chapter 1 The Impact of the Internet on
Business The Need for Collaboration

• Shows how the use of the Internet has contributed
  to the realization that knowledge, not
  information, is the ultimate source of wealth.
• Organization needs collaboration from customers,
  suppliers, business partners, employees.
• The lack of trust and collaboration are
  considered as factors that have limited the
  success of KM.

3
Chapter 2 What Is a Collaborative Organization?

• Describes the difference between a hierarchical,
  command-and-control organization and a
  collaborative organization.
• Describes how hierarchical organizational
  structures break down in the cultural business
  changes and shift towards collaborative one.

4
Chapter 3 Treatment of Collaboration in the KM
Literature The Missing Link?

• The role of collaboration vis-à-vis a number of
  ideas that have been developed in the past 10
  years (1) Reengineering,(2) Learning
  organization, (3) Knowledge capital, (4)
  Enterprise capital model,(5) Knowledge creation,
  (6) Knowledge networking, (7) Dynamic
  teaming,(8) Knowledge management and (9) Value
  sharing, etc.

5
Chapter 4 The Five Messages of the Internet, a
Medium for and a Model of Collaboration

• Internet serves as a model or metaphor for
  collaboration and it is a central role in the
  creation of collaborative organization.
• A medium has a certain effect on its users,
  independent of its content.
• Five messages (1) Two-ways flow of information,
  (2) Ease and speed of access to information, (3)
  Continuous learning,(4) Alignment and
  integration of common objectives, (5) Creation of
  community

6
Chapter 5 Three Psychological Dimensions of
Collaboration Cognition, Emotional Intelligence
and Motivation

• To become a successfully collaborative,
  executives, managers and employees must learn to
  become more aware of how to manage their own
  feelings and emotional reactions about
  collaboration within the business environment and
  how these internal forces impact their
  self-motivation and their ability to understand
  and relate to others, which is the foundation of
  building trust with another individual.

7
Chapter 6 Practical Steps in Building the
Collaborative Organization

• 1. Vision
• 2. Leadership
• 3. Trust
• 4. Goals
• 5. Strategies
• 6. Tactical objectives
• 7. Action and Implementation

8
Chapter 7 The Collaboration Quotient Measuring
the Collaborative Capacity of an Organization and
Its Personnel

• Collaboration Quotient (CQ) measures the
  willingness and ability of individual employee to
  collaborate in co-creation and sharing knowledge.
• Managers Collaboration Quotient (MCQ) measures
  the level of support and encouragement for
  collaboration from senior executives and middle
  managers.
• Organizational Collaboration Quotient (OCQ)
  measures the degree to which the organizations
  current systems, policies, procedures and
  infrastructure support collaboration.
• Collaborative Commerce Quotient (CCQ) measures
  the organizations readiness to enter into
  collaborative relationships with customers,
  suppliers, business partner

9
Chapter 7 (Cont.)

• Three key factors that allow an individual to
  enter into collaborative relationship with others
  are
• Cognitive factor analytic, communication and
  learning skills ability to formulate goals,
  devise strategies and implement action plan, etc.
• Emotional intelligence factor includes
  interpersonal and sociological concern, e.g.
  trust, integrity, responsibility to share, etc.
• Motivational factor includes psychological
  concerns, e.g. motivation, self-actualization,
  drive and willingness to share, etc.

10
Chapter 8 The Logan-Stokes Collaborative
Knowledge Network (LSCKN)

• The primary functions of the knowledge network
• A medium for the development of a knowledge
  community through internal dialogue and
  information and knowledge sharing
• A knowledge management tool for the development
  of the organizations human resources
• A delivery mechanism and brokerage for online
  training and education, and
• A medium for storing organizational memories and
  hence enriching the organizations culture

11
Benefits and Recommendations

• Knowledge is the most valued wealth for every
  organization, especially in the knowledge
  provider business such as education institute.
• To effectively create and co-create the
  knowledge, every organization needs to know how
  to manage the knowledge by using technology.
• Collaboration is the missing link between KM
  and IT.
• This book describes how collaboration can be
  built (Chapter 6).
• Building trust is the key success for
  collaboration.
• We have technologies, we have information, but
  how to make use of them to attain the
  organization goals?