Collaborating For Innovation in Knowledge Economy
Mary Geetham. R Assistant Professor Dept. of Corp. Sec. Anna Adarsh College
The world is experiencing unprecedented change in applications of knowledge in every dimension of development, growth, revitalization and organization. The demands and opportunities of an interdependent global economy have implications for private and public decision making by enterprises and communities, whether local, national, regional or global. The foundation for a new economic world order has been laid – one based upon knowledge, innovation and international coloration.
Individuals and organizations from every function, sector and corner of the globe are envisioning a new economic world order- one based upon intellectual and not financial capital. There are 3 Laws of Knowledge Dynamics labeled as Evolution of Thought. They are
i. Knowledge (or Intellectual Capital) is the new, expandable source of economic wealth. There
is an emerging recognition that the inherent intellectual assets- effectively exploited through innovation – are the most valuable resource of any country.
ii. Innovation encompasses the full spectrum from creative idea generation through full profitable
commercialization.
iii. Collaboration replaces the competitive (win/lose) paradigm, which is prevalent in many
businesses today, with win/win benefits based on pooling competencies- knowledge, know- how and skills.
KNOWLEDGE ECONOMICS - THE ARCHITECTURE
The principles of knowledge economics should be endorsed as a revolutionary change - an opportunity to provide a solid foundation, rationale and vision to substitute something more sustainable than the old regime of traditional economics.
OBJECTIVES OF THE STUDY
The objectives of the study:-
1. To know that Collaboration increases Innovation in the organization.
2. To analyze that Knowledge Innovation zones initiates sustainability intensity.
3. To find that the best collaborative Innovation process.
4. To identify the factors of New Knowledge Architecture.
5. To identify the features of the knowledge economy. TOOLS OFCOLLABORATION
They are three types of collaboration tools that are likely to be useful ELEMENTS of the collaboration toolkit for most leaders. These are:
Collaboration skills
Collaboration roles
Integrating collaboration into business processes.
COLLABORATION SKILLS
Research has been done to find out the reasons for the failure of various collaboration. The research has highlighted the following major factors:
• 11% due to poor financial or legal terms.
• 37% due to poor strategy
• 52% due to poor relationships between partner firms.
We would suggest that the following personal qualities are required for anyone involved in a collaborative effort:
Confident without being arrogant Tolerant of ambiguity
Flexible
Outcome – focused Interested in learning
Culturally and/or politically aware and sensitive
Good communication skills – listening as much as talking EFFECTIVE LEADERS IN COLLABORATIVE SETTINGS ARE ABLE TO
Reconcile different views and build a consensus
Articulate and promote a share vision
Balance the strategic and the operational
Encourage and inspire others
Hold people to their commitments
Juggle a wide range of stakeholder relationships
Deal comfortably with ambiguity and complexity
Building some educational and skills- building processes on collaboration into management development programs is also a possible avenue to consider. One could envisage a module on collaborative working covering some or all of the following topics:
¾ An exploration of the differences between line management and collaboration
¾ Negotiating skills
¾ Role playing in groups with feedback on how the person operates in a collaborative
setting
¾ Some experience- sharing sessions with colleagues who have been involved in major
partnership
¾ An overview of some frameworks to help structure and lead collaborative ventures
¾ Comparing and contrasting the challenges of internal and external collaboration
COLLABORATION ROLES
Organizations that are serious about partnership working have specific roles that focus on it. Three roles that stand out in this regard are the sponsor, gatekeeper and facilitator roles. Most collaborative ventures have both strategic and operational aspects, which is why both the sponsor and gatekeeper roles are both needed. An independent, objective facilitator who can manage the process of building the working processes of the partnership while the partners focus on the business task at hand. A partnership facilitator should be:
9 S killed at managing group dynamics
9 Able to balance the requirement of a range of stakeholders
9 Outcome focused
9 Good at planning and organizing
9 Excellent communicator
9 Empathetic
9 Prepared to challenge when necessary.
INTEGRATING COLLABORATION INTO BUSINESS PROCESSES
There is a third dimension to consider, namely how collaboration can be integrated into the normal working practices of an organization. Some of the prime opportunities for seamlessly integrating collaboration into existing business processes.
STRATEGIC PLANNING
Collaborative capability means considering the possibility of collaboration as one facet of any strategic decision-making process. Different organization will of course have different strategic decision-making processes with varying degrees of formality.
RESOURCING
Most organizational resourcing processes- to provide money or people- are set up to serve a particular business unit or function. Resourcing something that cuts across organizational boundaries (and which can emerge at any time in the budgeting cycle), which is the case for most collaborative ventures, tends to be difficult and time- consuming. Creativity is often required.
PERFORMANCE MANAGEMENT
A further link to recognize and reward collaborative working within the organization‘s performance management system. It is important to that collaborative work is registered in people’s personal objectives and linked to formal reward as appropriate.
ORGANISATIONAL COMPETENCIES
If the skills of collaborative working are recognized within the formal competency framework of an organization, it gives managers the opportunity to both invest in the development of these skills and use them as a reason to further someone’s career.
COLLABORATION FOR INNOVATION
The knowledge economy offers organizations and society an unprecedented opportunity for creating the future. This is a bountiful climate in which ideas will be valued, but only as they are applied to advance society. The answers lie in an effective innovation strategy, redefined according to the flow of knowledge- “ideas to prosperity”. The foundation for a new economic world order has been laid- one based upon knowledge, innovation and international collaboration.
KNOWLEDGE ECONOMICS- THE ARCHITECTURE
Mashelkar makes an integrated architecture, one that might connect the worker and the network in an innovation system, rather than a value chain. Further, all is enabled be a (collaborative) technology platform, one that embraces the multifunctionality, interoperability and interaction
There is a new discipline – knowledge Economics, hidden intellectual
wealth is considered as important.
Knowledge structures operate as holomies- nesting of networks – with local
and global scope and spheres of influence.
Every one is a knowledge worker and must be motivated to contribute with
modes of interdependence.
All knowledge processes fit under the rubric of innovation strategy and we
need to make the practice explicit.
Knowledge Technology especially in its collaborative and multimedia
forms is not an end, but an enabler. COLLABORATIVE INNOVATION –THE PROCESS
We have seen a dragmatic shift from competitive strategies to the value of collaboration. This modern management modus operandi comes from an explosion in virtual networks, cross- boundary interaction, and the development of shared purpose. Many progressive enterprises both private and public are realizing that managing the process explicitly is a path toward more sustainable innovation. Some of the trends are:
COMPANY TO COMMUNITY
The validity of the current concepts of abstract corporate legal entities is being questioned as being part of the discredited rationalist doctrine, which separates mind and body and thoughts and emotions. A new community value system based on compassion is advocated.
COLLABORATION TO COHESION
It is now almost goes without saying that collaborative relationships are being increasingly emphasized at the corporate level. Competition remains the dominant paradigm at the level of the nation state. Here is the first indication that beyond collaboration, there exists another more intense relationship called cohesion.
COMMUNITIES OF PRACTICE TO SHARED MEANING
When the certainties of our era dissolve before our eyes into chaos, the time has come to make new meanings. Sharing best practice is not about the question “why”; sharing meaning is. SECURTY TO TRUST
Cheating in an open knowledge- trading environment is not sustainable since it would quickly lead to exclusion. Trust and reliability are seen as becoming more important, as security and contractual enforcement become less certain.
SELF- INTEREST TO GROUP INTEREST
Alliances are seen as being necessary, not just between companies, but also between learning institutions and governments with the goal of replacing “temporary cooperation” with “lasting partnerships” facilitated by methods for matching offers and wants.
INTERNAL KNOWLEDGE TO EXTERNAL KNOWLEDGE
With increased erosion of boundaries – functional, sectoral and national- -the enterprise is being defined as “extended” to include stakeholders e.g., suppliers, distributors, investors, alliance partners, customers and even competitors) whose knowledge may be germane to a successful business strategy.
ZONES OF INNOVATION
The problems are as follows.
1. Which induces innovation through collaboration?
2. When does industry achieve sustainability intensity?
3. Which of the following do you think would be the best collaborative Innovation process?
4. What are the important factors of new Knowledge Architecture?
5. What are the important features of collaborated knowledge economy?
SAMPLE DESIGN
Non-random sampling method is adopted (i.e.) the respondents of my study is not selected at random. The sample size selected is 30.
DATA COLLECTION
Data can be divided into (1) Primary data (2) Secondary data. METHOD OF COLLECTING SECONDARY DATA
Secondary data for this study was taken from research articles published in magazines, books, periodicals, newspaper etc.
METHOD OF COLLECTING PRIMARY DATA
There are various method of collecting data such as interview method, questionnaire method, preparing schedules, observation method etc .The researcher used questionnaire method to collect the data.
ANALSIS AND INTERPRETATION
The investigator used various statistical tools such as pie diagram, graphs etc to analyse the data.
LIMITATION OF THE STUDY
There are few limitations of the study
1. Time available for the study is limited.
2. Data available is not sufficient to cover all aspect.
3. The area covered for the study is narrow.
4. The very difficult thing is to meet the people concern and get the information.
5. In many companies they are not willing to co-operate and provide the investigator with
sufficient information.
ANALYSIS AND INTERPRETATION OBJECTIVE No.1
To identify the reason for increase Innovation due to Collaboration in the organization TABLE No. 1
Innovation through Collaboration
S.NO REASONS NO. OF
RESPONDENTS
PERCENTAGE
1 Effective
gCommunication Skills
15 30
2 Culture of Openness 12 24
3 Curosity to learn 10 20
4 Technology 13 26
OBJECTIVE No. 2
To analyze that Knowledge Innovation zones initiates sustainability intensity.
TABLE No.2
S.NO LACKING IN
TEACHING SKILLS
No.OF RESPONDENTS
PERCENTAGE
1 Innovation Based 13 26
2 Learning Based 11 22
3 Training Based 12 24
4 All of the above 14 28
TOTAL 50 100
OBJECTIVE No. 3
To find that the best collaborative Innovation process.
TABLE No.3
Collaborative Innovation Process
S.NO Collaborative
Innovation Process
No. OF RESPONDENTS
PERCENTAGE
1 Company to
Community
08 16
2 Collaboration to Cohesion
12 24
3 Communities of
Practice to Shared Meaning
13 26
4 Security to Trust 10 20
5 Progressive
approaches to Pragmatic
07 14
TOTAL 50 100
OBJECTIVE No. 4
To identify the factors of New Knowledge Architecture.
TABLE No.4
New Knowledge Architecture
S.NO New Knowledge
Architecture
No. OF RESPONDENTS
PERCENTAGE
1 Knowledge
Economies
08 16
2 Knowledge Structures 10 20
4 Knowledge Processes 11 22
5 Knowledge
Infrastructure
12 24
TOTAL 50 100
OBJECTIVE No. 5
To identify the features of collaborated knowledge economy.
TABLE No.5
S.NO Collaborated
Knowledge Economy
No. OF RESPONDENTS
PERCENTAGE
1 Effective strategic planning
09 18
2 Directories to expertise
08 16
3 Change Management
strategies
06 12
4 Development of
Knowledge leadership
07 14
5 Appropriate new
technologies
05 10
6 Better performance matrices
04 08
7 Innovation practice database
05 10
Incubation &
Nurturing
06 12
TOTAL 50 100
From the above table, we infer that effective strategic planning and directories to expertise and other network resources are considered to be the most important features of collaborated knowledge economy.
FINDINGS
• From the above data, we infer that technology and effective communication skills increases
innovation through collaboration
• From the data collected, we infer that an industry should be based on innovation, learning and
training as to sustain itself in the market.
• From the data collected, we infer that communities of practice to shared meaning are
considered to be the best collaborative innovation process.
• From the data collected, we infer that knowledge workers and the knowledge
infrastructure/technology are considered as important factors of new knowledge architecture.
• From the above table, we infer that effective strategic planning and directories to expertise and
Conclusion
o ‘Knowledge’ is considered to possess key properties like experience, truth and decision
making, and is typically associated with so-called knowledge- intensive firms (Alvesson, 1995:6). The combination of the knowledge (explicit and tacit) has been utilized by the organization which can be an asset for the organization to create advantage.
o “The overwhelming conclusion from our research is that seeking collaborative
advantage is a seriously resource- consuming activity so is only to be considered when the stakes are really worth pursuing. Our message to practitioners and policy makers alike are doesn’t do it unless you have to.”
o “To know more about collaborative networking is so critical that we have to reflect on
how they enhance their innovation by interconnecting ideas from different internal and external sources.”
References
1. Debra M Amidon (2008), Collaborating for Innovation- From concept to Zone Practice,
Effective Executive March 2008.
2. Elizabeth Lank,(2008) Collaboration for Knowledge Economy, Effective Executive March
2008
3. Vantage Partners (2001) Managing Alliance Relationship: Ten Key Capabilities. Boston
4. Lank.E. (2006), Collaborative Advantage: How Organizations win by working together,
Basingstoke: Palgrave Macmillan.
5. Amidon Debra and Davis Brian. (2006) “The Triple Knowledge Lens”’ and an in IC
Magazine(February 2006).
6. Huxham C and Vangen S (2005) Managing to Collaborate: The Theory and Practice of
Collaborative advantage. Abingdon: Routledge.
