Collaborate To Compete Driving Profitability in the Knowledge Economy Robert K, Logan & Louis W. Stokes

1. Collaborate To CompeteDriving 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. • Manager’s 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 organization’s current systems, policies, procedures and infrastructure support collaboration. • Collaborative Commerce Quotient (CCQ) measures the organization’s 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 communitythrough internal dialogue and information and knowledge sharing • A knowledge management tool for the development of the organization’s human resources • A delivery mechanism and brokerage for online training and education, and • A medium for storing organizational memories and hence enriching the organization’s 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?”