Teigland_leveraging social networks_dec10

Leveraging Social Networks for Leveraging Social Networks for Improved PerformanceImproved Performance

Dr. Robin Teigland, akaDr. Robin Teigland, akaKarinda Rhode in SLKarinda Rhode in SL

Stockholm School of EconomicsStockholm School of Economicswww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteiglandwww.slideshare.net/eteigland

RobinTeiglandRobinTeigland December 2010December 2010www.hhs.sewww.hhs.se

Today’s discussionToday’s discussion

Background Background

Understanding organizational networksUnderstanding organizational networks

““Managing” organizational networksManaging” organizational networks

Leveraging social media and virtual Leveraging social media and virtual worldsworlds

22

33

Everyone is talking about networksEveryone is talking about networks

National Innovation Networks

FormalNetworks

Entrepreneurial Networks

Facebook. LinkedIn, Twitter Regional

Networks

Infrastructure Networks

Social Networks

FAS.research

ElectronicNetworks

InformalNetworks

Networksof Practice Networked

organization

4

Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?v=cL9Wu2kWwSY&feature=searchv=cL9Wu2kWwSY&feature=search

What trends do you recognize?What trends do you recognize?

How are these trends affecting you and How are these trends affecting you and your organization?your organization?

GrowthGrowth

TimeTime

Information Information and knowledgeand knowledge

Human Human absorptive absorptive capacitycapacity

Human capacity cannot keep up…Human capacity cannot keep up…

Adapted from Cohen & Levinthal 1989Adapted from Cohen & Levinthal 1989

””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

Six degrees Six degrees of separationof separation

- Milgram, - Milgram, 19671967

What is a network?What is a network?

A set of actors connected by tiesA set of actors connected by ties

•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.

TieTie•Actors/NodesActors/Nodes

−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.

ActorActor

77

Liljeros 2006

Swedish hip hop artists – mid 2000

??Timbuktu

88

Social network analysis has a long Social network analysis has a long history history

and is based on matrix algebraand is based on matrix algebra

99

http://en.wikipedia.org/wiki/Social_network






1010

1111

Uncovering networks in an organizationUncovering networks in an organization

Formal organizationFormal organization InformalInformal organizationorganization

Teigland et al. 2005

Central connectors within one locationCentral connectors within one location

Bottleneck

Teigland 1998

Surprise!!

Stockholm

1212

Individuals within a firmIndividuals within a firm

Mattsson 2004

< 1 yr1-5 yrs

5-10 yrs10-15 yrs> 15 yrs

Time at firm

1313

””Birds of a feather flock together”Birds of a feather flock together”““Lika barn leka bäst”Lika barn leka bäst”

People find similar people attractive and People find similar people attractive and develop relations with people like themselves develop relations with people like themselves

Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous

Marsden 1987, Burt 1990Marsden 1987, Burt 1990 1414

Stockholm

London

Brussels

HelsinkiMadrid

Copenhagen

Boundary spanners between locationsBoundary spanners between locations

Transferred from

Stockholm

Teigland 1998

San Francisco

1515

1616

Proximal collaborationProximal collaboration

When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of

them collaborating more than them collaborating more than once a week is less than once a week is less than

10%.10%.- Allen 1984

Organizational communication Organizational communication still occurs within formal silosstill occurs within formal silos

1717

•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006

• > 114 mln emails and > 114 mln emails and meetingsmeetings

•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them

•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & marketing executivesSales & marketing executives

Kleinbaum et al 2008Kleinbaum et al 2008

1818

Trust & reciprocity Trust & reciprocity are essential for are essential for

knowledge knowledge exchange in exchange in

networksnetworks

San Francisco

Stockholm

London

Brussels

HelsinkiMadrid

Copenhagen

Peripheral players between organizationsPeripheral players between organizations

Teigland 1998

Otherfirms

Electroniccommunities

1919

Dual loyaltiesDual loyalties

LoyaltyLoyalty Loyalty

Loyalty

OrganizationOrganization ProfessionalProfessionalnetworknetwork

Teigland 2003 2020

Managing information overloadManaging information overload

2121Whelan & Teigland 2010

2222

What is the relationship What is the relationship between networks and between networks and

power?power?Power: Access to and control over resourcesPower: Access to and control over resources

How does informal power arise?How does informal power arise?

2323Krebs 2004

Jack gains informal power, Jack gains informal power, weakening the boss Lisa’s formal weakening the boss Lisa’s formal

power…power…

Jill

JackBob Lars AnnaSue

Lisa

Mira Sam Fred

How does informal power arise?How does informal power arise?

2424

……and now Jack’s informal power is and now Jack’s informal power is greater than the boss Lisa’s formal greater than the boss Lisa’s formal

powerpowerKrebs 2004

Jill

JackBob Lars AnnaSue

Lisa

Mira Sam Fred

Betweenness•Control over what

flows in the network•How often are you on

the shortest path between 2

individuals?

Closeness•Access to what flows

in the network•How quickly can you reach all others in the

network?

Your network position is related to power Your network position is related to power

2525Krebs 2004

JillJack

Bob

Lars

Anna

Sue

Lisa

MiraSam

Fred

2626

What is the relationship What is the relationship between networks and between networks and

performance?performance?

2727

BA

Two individuals with the same number of Two individuals with the same number of contacts…contacts…

……but with very different access to resourcesbut with very different access to resources

BA

2828

Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages

•More rapid promotionsMore rapid promotions•Greater career mobilityGreater career mobility

•Higher salariesHigher salaries•More adaptable to changing environmentsMore adaptable to changing environments

Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & BenassiBrass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 2929

Performance differs based on one’s networkPerformance differs based on one’s network

Firm AFirm A

LowLowon-timeon-time

HighHighCreative Creative

HighHighon-timeon-time

Low Low creative creative

Teigland 2003Teigland 2003

HighHighcreativecreative

VirtualVirtualcommunitycommunity

Firm BFirm B

3030

……..you “hire” his or her network...you “hire” his or her network.

When you hire someone,… When you hire someone,…

3131

Network structure affects performance Network structure affects performance

3232

Division 1Division 1 Division 2Division 2

Improved efficiency Improved efficiency over timeover time

Stagnant Stagnant performance over performance over

timetimeSchenkel & Teigland 2008Schenkel & Teigland 2008

Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)

Comparing performance across firmsComparing performance across firms

Teigland et al 2000 3333

Networking activities Networking activities recognized and recognized and rewardedrewarded at individual and unit levels at individual and unit levels

Management support for Management support for informal and formalinformal and formal networking activitiesnetworking activities across internal and across internal and external boundariesexternal boundaries Best practice task groupBest practice task group Personal initiativesPersonal initiatives

ExtensiveExtensive socializationsocialization: personnel rotation, : personnel rotation, cross-office teams, “open” office layoutcross-office teams, “open” office layout

A A visionaryvisionary organization organization − Clearly defined mission:Clearly defined mission: ”To make technical contributions ”To make technical contributions

for the advancement and welfare of humanity”for the advancement and welfare of humanity”− Supporting core values,Supporting core values, e.g., teamwork, helpfulness e.g., teamwork, helpfulness− Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory

Hewlett-PackardHewlett-Packard

Teigland et al 2000 3434

3535

Other network outcomes?Other network outcomes? Individual level

−Improved effectiveness−Improved job opportunities−Higher salaries−Faster promotions−Increased influence & power−Improved health

Organizational levelOrganizational level−Organizational learningOrganizational learning−Improved innovationImproved innovation−Increased salesIncreased sales−Decreased employee turnoverDecreased employee turnoverPainting by Idahlia Stanley

Avoid creating insular networksAvoid creating insular networks

http://www.enronexplorer.com/focus/19185#http://www.enronexplorer.com/focus/19185# 3636






3737

3838

So, what does this mean for you?So, what does this mean for you?An actor’s position in a social network,

i.e., social capital, determines in part the actor’s opportunities and constraints

Casper & Murray 2002Casper & Murray 2002

German biotech scientist

s

Develop three forms of networkingDevelop three forms of networking

OperationalOperational PersonalPersonal StrategicStrategicPurpose Getting work

done efficientlyEnhancing personal and professional development

Developing and achieving future priorities

Members Mostly internal contacts and focused on current demands

Mostly external contacts and focused on current and future interests

Both internal and external contacts and focused on future

Network attributes

Depth through building strong working relationships

Breadth through reaching out to contacts who can refer you to others

Leverage through creating inside-outside links

3939Ibarra & Hunter, HBR Jan 2007Ibarra & Hunter, HBR Jan 2007

Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels

Look for complementary Look for complementary skills while maintaining a skills while maintaining a

balance!balance!Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006

Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond

local settinglocal setting

Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed

information information

Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise

4040

4141

Build relationships before you need Build relationships before you need themthem

Strong Strong tiesties

Weak Weak tiesties

Outside Outside organizatioorganizatio

nn

Inside Inside organizatioorganizatio

nn

http://www.asmallworld.net/index_start.php

http://www.fsu.edu/index.html

4242

Myths about networksMyths about networks

I already know what is going on in my I already know what is going on in my network network

We can’t do much to help informal We can’t do much to help informal networksnetworks

To build networks, you have to To build networks, you have to communicate morecommunicate more

Adapted from Cross et al. 2002Adapted from Cross et al. 2002

4343

Myths and reality checksMyths and reality checks I already know what is going on in my network I already know what is going on in my network

Those who think they know their network the Those who think they know their network the best are usually the ones who know the leastbest are usually the ones who know the least

We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” through Informal networks can be “managed” through

changing the organizational contextchanging the organizational context

To build networks, you have to communicate moreTo build networks, you have to communicate more Networks can be strategically developedNetworks can be strategically developed

Adapted from Cross et al. 2002Adapted from Cross et al. 2002

What do you notice about the informal What do you notice about the informal network? network?

4444Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis

4545

More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are not the solution are not the solution

4646

““Managing” networks in your organization Managing” networks in your organization BeforeBefore AfterAfter

Anklam & Welch 2005

1. Uncover networks2. Analyze networks

3. Improve connectedness

Conduct your own ONAConduct your own ONA

1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,

physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,

information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making

2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data

3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions


Some questions to askSome questions to ask CommunicationCommunication: How often do you talk with the : How often do you talk with the

following people regarding (topic x)?following people regarding (topic x)? InformationInformation: Who do you typically seek work-: Who do you typically seek work-

related information from?related information from? Problem-solvingProblem-solving: Who do you typically turn to : Who do you typically turn to

for help in thinking through a new or challenging for help in thinking through a new or challenging problem?problem?

KnowKnow: How well do you understand this person’s : How well do you understand this person’s knowledge and skills?knowledge and skills?

AccessAccess: Who is generally accessible to you : Who is generally accessible to you within a sufficient amount of time to help solve within a sufficient amount of time to help solve a problem?a problem?

4848Cross et al 2002Cross et al 2002

Analyze and visualize dataAnalyze and visualize data

4949

http://en.wikipedia.org/wiki/Social_network_analysis_software18

Knowledge sharing across client teamsKnowledge sharing across client teams

5050

Knowledge sharing across client teamsKnowledge sharing across client teams

5151

Network of top two leadership layers Network of top two leadership layers


Multinational best practices teamMultinational best practices team


Conduct your own ONAConduct your own ONA

1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,

physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,

information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making

2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data

3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions


5555

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

Create forums: Improving internal Create forums: Improving internal operations and increasing loyalty at Intuitoperations and increasing loyalty at Intuit

http://billives.typepad.com/portals_and_km/2009/10/intuit-brainstorm-offers-innovation-management.html






5757

5858

"...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…

””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

Six degrees Six degrees of separationof separation

- Milgram, - Milgram, 19671967

The wisdom of the crowdThe wisdom of the crowd

ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate

OpenOpenInexpensiveInexpensive

SimpleSimpleClose enoughClose enough

Hinton 2007

AccurateAccurate

History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,

… …

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?

Breaking free from “industrial chains”?Breaking free from “industrial chains”?

Industrial Economy AssumptionsIndustrial Economy AssumptionsWork and private life are separateWork and private life are separateWork should be seriousWork should be seriousRoles and responsibilities are appointedRoles and responsibilities are appointedLearning occurs behind the deskLearning occurs behind the deskValue is created by firm’s employeesValue is created by firm’s employeesFirms are primary source of value creationFirms are primary source of value creationCompetition is a zero-sum gameCompetition is a zero-sum gameEtc…..Etc…..

A new workforce is appearing…A new workforce is appearing…

Prensky 2001, Beck and Wade 2004, Mahaley 2008 Prensky 2001, Beck and Wade 2004, Mahaley 2008

““Digital Immigrants”Digital Immigrants”““Digital Natives”Digital Natives”

Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal

Learning=Behind the deskLearning=Behind the desk

Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal

Learning=Fun and gamesLearning=Fun and games

6464

Building skills in virtual environmentsBuilding skills in virtual environmentsMy 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

Teigland 2010

http://www.worldofwarcraft.com/

http://www.worldofwarcraft.com/

Adapted from FredCavazza.net

“u r always on….”

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

Empower and trust employeesEmpower and trust employees

Policies written by IBM employees based on IBM’s

Business Conduct Guidelines

Apply internally and externally

Available on ibm.com“blogging guidelines”

Adapted from Poole 2008

Transparency: There is nowhere to hide…Transparency: There is nowhere to hide…

http://www.youtube.com/watch?v=t8XxcOj3SeoFortune, Rey 2008

http://www.socialmedia.biz/2009/11/02/why-i-love-public-transportation-and-hate-hp/

It’s everyone’s

responsibility!

Where are the sources of Where are the sources of sustainable competitive advantage?sustainable competitive advantage?

#1

InnovationInnovationNetworks of Networks of relationshipsrelationships

Brand & Brand & ReputationReputation

FIRM

Kaye 1993Kaye 1993

#1InnovationInnovationNetworks of Networks of

relationshipsrelationships

Brand & Brand & ReputationReputation

FIRM

Where are the sources of Where are the sources of sustainable competitive advantage?sustainable competitive advantage?

Teigland 2010

Access to a global workforce 24x7Access to a global workforce 24x7

Average wage approx. USD 1.40 /

hourhttp://www.people.fas.harvard.edu/http://www.people.fas.harvard.edu/

~drand/~drand/

Finding solutions and Finding solutions and solving unsolved problemssolving unsolved problems

A shift from being A shift from being problem solvers to solution finders problem solvers to solution finders

Adapted from FredCavazza.net7474

Social media can be used for so much Social media can be used for so much moremore

Finding and connecting with Finding and connecting with experts experts

Building communitiesBuilding communitiesSharing information & Sharing information &

knowledgeknowledgeDeveloping new ideas, products, Developing new ideas, products,

and servicesand servicesLearning informallyLearning informallyAttracting and retaining talentAttracting and retaining talent

Creating value through external Creating value through external conversationsconversations

7676

Use social media to strengthen Use social media to strengthen internal and external relationshipsinternal and external relationships

•#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•29 year old Silicon Valley

company• >90% of employees on FB

Using twitter as a leadership toolUsing twitter as a leadership tool

http://twitter.com/#!/zappos

Work with students to develop new Work with students to develop new solutionssolutions

http://www.thetransitwire.com/2010/04/02/lighten-up-using-social-media-make-to-http://www.thetransitwire.com/2010/04/02/lighten-up-using-social-media-make-to-transit-fun/transit-fun/

ExploitationExploitationImproving Improving

existingexisting value value creation creation activitiesactivities

ExplorationExplorationDeveloping Developing newnew value value creation creation activitiesactivities

Adapted from March 1991Adapted from March 1991

What came first – What came first – the community or the company?the community or the company?

http://www.youtube.com/watch?v=9VKRbmnqXR4http://www.youtube.com/watch?v=9VKRbmnqXR4

eZeZ 230+230+PartnerPartner

ss

37,000+37,000+CommunityCommunitymembersmembers

5,000+5,000+Customers in Customers in 130 countries130 countries

• Open source content management softwareOpen source content management software• Customers include Financial Times, Wall Customers include Financial Times, Wall Street Journal, UN, Vogue, Hitachi, 3M, MITStreet Journal, UN, Vogue, Hitachi, 3M, MIT

• 70 employees in 9 countries (US, Europe & 70 employees in 9 countries (US, Europe & Asia)Asia)

Skien, NorwaySkien, Norway

eZ PhilosophyeZ Philosophy

Connecting people who share a passion for something they do

so that they can collaborate, share ideas,

learn, and create knowledge

The backbone of eZ Systems is social The backbone of eZ Systems is social media - media - throughout the value chainthroughout the value chain

Innovation in the eZ ecosystemInnovation in the eZ ecosystem

Some things do not change….Some things do not change….

Interaction Relationships

Relationships Trust

Trust Exchange

Exchange Innovation

Innovation Awareness

8686

"E-connection is processed in the brain like an in-person connection."

http://slideshare.net/missrogue

Here comes the Immersive InternetHere comes the Immersive Internet

O’Driscoll 2009O’Driscoll 2009

8888

Facilitating the virtual workforce Facilitating the virtual workforce through virtual worldsthrough virtual worlds

•Completely private virtual business worlds offering Completely private virtual business worlds offering tools to conduct business and collaboratetools to conduct business and collaborate

•Fortune 500: IBM, Intel, Johnson & Johnson, Merck, Fortune 500: IBM, Intel, Johnson & Johnson, Merck, Motorola, Sun Microsystems, Unilever Motorola, Sun Microsystems, Unilever

Welch et al 2010Welch et al 2010

Tomorrow’s education & training?Tomorrow’s education & training?

Learning virtual Learning virtual teaming skills teaming skills

through experiencethrough experience

8989http://www.youtube.com/watch?v=N8XPmp0qGyghttp://www.youtube.com/watch?v=N8XPmp0qGyg

http://www.hhs.se/

9090

Innovation workshops bring together Innovation workshops bring together users from across the globeusers from across the globe

Teigland et al. 2010Teigland et al. 2010

Integrating the Integrating the users in the users in the

development development processprocess

Exploring VW affordancesExploring VW affordances

9191Nonaka & Toyama 2003, Teigland et al 2010Nonaka & Toyama 2003, Teigland et al 2010

Simulation Avatar

design

Multi-modal

communication

Co-creationArchiving

Immersion

““Clearly if social activity migrates to Clearly if social activity migrates to synthetic worlds, economic activity will go synthetic worlds, economic activity will go

there as well.”there as well.” Castranova, 2006Castranova, 2006

http://www.flickr.com/photos/rodenberger/5085364909/in/pool-popartlab/#/photos/rodenberger/5085364909/in/pool-http://www.flickr.com/photos/rodenberger/5085364909/in/pool-popartlab/#/photos/rodenberger/5085364909/in/pool-1240578@N23/1240578@N23/

•US US $3 bln in virtual good sales 3 bln in virtual good sales in 2009 to grow to US in 2009 to grow to US $12 bln in 12 bln in

20122012•US $222,000 raised at

American Cancer Society Relay in Second Life

•Swedish government granted Swedish government granted bbank license to Mind Bank in

2009

USD 635,000 for an asteroid!USD 635,000 for an asteroid!

http://blogs.forbes.com/oliverchiang/2010/11/13/meet-the-man-who-just-made-a-cool-half-million-from-the-sale-of-

virtual-property/

USD 500,000 profit in 5 yearsUSD 500,000 profit in 5 years-Jon “Neverdie” Jacobs-Jon “Neverdie” Jacobs

The rise of Avapreneurs The rise of Avapreneurs (avatar+entrepreneur)?(avatar+entrepreneur)?

Global marketsGlobal marketsMicropaymentsMicropayments

Microemployees Microemployees

Teigland 2010Teigland 2010

Which professions and industriesWhich professions and industrieswill will notnot be revolutionized? be revolutionized?

9595

http://flickr.com/photos/crescendo/2343603686/sizes/l/

From the mobility of goods From the mobility of goods to the mobility of financial capital to … to the mobility of financial capital to …

...the “mobility” of labor?...the “mobility” of labor?Teigland 2010

9797

DNDNAug 20, 1996Aug 20, 1996

What should you think about?What should you think about?How to leverage the power of How to leverage the power of

networks to create value inside and networks to create value inside and outside the boundaries of the firm?outside the boundaries of the firm?

How to let go of control and open up How to let go of control and open up your organization?your organization?

How can you have fun?How can you have fun?

Interested in learning more Interested in learning more about Virtual about Virtual Worlds?Worlds?

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin [email protected]@hhs.se

www.knowledgenetworking.owww.knowledgenetworking.orgrg

www.slideshare.net/www.slideshare.net/eteiglandeteigland

www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland

Photo: Lindholm, Metro

Photo: Nordenskiö

ld

Photo: Lindqvist

If you love knowledge, set it

free…

Teigland_leveraging social networks_dec10

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