Inhaltsverzeichnis
Social Neo-Capital
Von: Michael Mallek and Kathrin Baum
Our paper suggests that the process of value creation has changed from a production economy over a knowledge-based economy to today’s network economy, which is characterised by tightly interwoven relationships between different actors of the economic market. This shift has made it indispensable for enterprises to open their organisations – not only to increasingly global markets but also to the civil society. Along with this fundamental change, the idea of capital has also been changing. Social Capital is a key success factor that can be understood as the ability to access and use resources embedded in one’s network. We demonstrate that individual and collective interests have been converging in the economic system while the traditional understanding of capital remains effective. Social Capital even reinforces this understanding as we show that those enterprises that integrate Social Capital along the entire value chain increase the firm’s value significantly. That is to a high degree due to the influence of Social Media, as we will outline. Subsequently, the theoretical foundation of capital is extended to a new concept: Social Neo- Capital. Finally, examples from economic practice clarify the transformation of Social Neo- Capital into economic profit and underline that the inclusion of Social Neo-Capital in the value creation process offers new possibilities to increase profits in a range of branches and increase both, the enterprise’s value and society’s well-being.
Management 2.0
Von: David Schad and Felix M. Schirmer
This article gives an outlook on the future of management. It reflects the socio-technical (r)evolution of web-based communication and its implications for management practice. The paper begins with a general overview of the development of the Web accompanied by the immediate improvements for the corporations. Out of these investigations we suggest that corporations still have not realised the importance of new management models. Therefore, we define Management 2.0 and explain the underlying new mindset referring to a corporation’s self-image. The urgent need of new management models is made clear with the assistance of the ancient idea of the Greek polis. From an Aristotelian perspective, we analyse the face-to-face collaboration and openness for large corporations in today’s globalised world and absorb Solomon’s idea of a corporate community. In order to support companies on their way to Management 2.0 and to describe their online engagement and their benefits, we have developed a Maturity Model and will present it as our road map to Management 2.0 in the last section of this article. We show the role of corporate Social Web engagement in the evolution towards Corporate Communities and the benefits of tapping the Social Web’s knowledge and Social Capital. In doing so, modern software tools are mentioned to demonstrate that Management 2.0 is already practicable. Finally, our vision of a completely decentralised and self-organised corporation is described as Management X.0.
How to Conduct Knowledge Management with Enterprise 2.0 Software
Von: Philipp Schächtele
Web 2.0 software proves to be very successful in knowledge sharing on the Web. Wikis are very effective in collaborative knowledge generation, while social networks and micro-blogging platforms successfully use communication to generate knowledge. The reasons for that are low- threshold contribution possibilities and a clear overview provided by news aggregators, which both make contribution cheaper and more beneficial. Such software can also efficiently be applied in firms as Enterprise 2.0 software by adapting Web 2.0 concepts for enterprise needs. Communication-based knowledge sharing can be effectively applied for the codification of tacit knowledge by leveraging communication processes. In the case study, communication-based software is successfully conducted by a knowledge management system in software development.
The Cooperative Mobile Telecommunication Consumer
Von: Christoph Buck and Anselm Dannecker
The advancing convergence of tethered and untethered communication and information application confronts the mobile telecommunication branch with massive problems. The cellular network structure will not be able to cope with the expected increase in energy and frequency consumption. This paper presents wireless mobile grids as a feasible solution which extends the cellular network with short-range links with the aim of preventing network overload and short battery duration of handsets. A model with the reference system of Manhattan is provided. Individual behaviour within a wireless mobile grid is the focus of the analysis. Identity concepts with a reference to normative behaviour under anonymity are discussed. A framework which proposes to implement a wireless mobile grid as a Web 2.0 application will be concluded upon as a basis for further research.
Open Innovation Responsibility
Von: Christine Alfken, Jan Stöckmann, and Benjamin Usinger
This paper suggests that modern organisations should open their innovation process and shift their focus to socially beneficial innovations. Global stakeholders bristle with ideas to improve products and services. At the same time, they have legitimate claims that can only be met if responsible organisations apply their core competency. In this context, global development issues become relevant: Opening up large markets in developing and newly industrialising countries bears enormous potential. Meanwhile, corporations are capable of solving social problems in these markets, promoting their role as responsible entrepreneurs who care for their stakeholders beyond economic interests. Simultaneously, Open Innovation processes enable organisations to benefit from an ever increasing developer community. Thus, combining the concepts of Responsible Entrepreneurship and Open Innovation, this paper argues that corporations will benefit from opening their innovation processes to a broader stakeholder community.
Emotional Identity
Von: Anna Hofmann, Julius W. Habenschuss, and Yannick Sonnenberg
This paper explains the concept of Emotional Identity. Emotional Identity is related to products and services in the premium sector of consumer markets of industrialised countries. This identity is derived from the reciprocal communication process between customer, product and producer. Taking Karl Marx’ analysis of capitalistic societies into account and employing the theories of George Herbert Mead and Axel Honneth, a theoretical definition of product identity will be developed. Within this concept, purchase decisions are analysed with respect to the implicit and unconscious mechanisms leading to intense customer experiences. Thereafter, insights into the analysis are merged into a concept of marketing as reciprocal communication with respect to cultural codes. It is outlined how companies should establish and communicate an authentic emotional identity to derive a competitive advantage and increase sales figures. To conclude, the cultural, psychological and economic limitations of the concept of Emotional Identity are discussed, and its impacts on modern marketing, advertising and sales are outlined.
Nokia’s Values and Leadership Efficiency Diagnosis
Von: Jessica Hofmann, Pavel Mozhar, and Holger Quast
Corporate values can be used to provide guidance in complex situations and day-to-day work, and to support the integrity of employees. In this paper we will examine the connection between the four Nokia values, developed via a bottom-up strategy, and the Leadership Effectiveness Development produced by the consulting company 1492 GmbH. Our main intention is to link these two concepts and analyse the results. These results will help move us towards the development of a tool for optimising staffing, and thus Nokia’s corporate performance. They will also enable us to offer general recommendations regarding the education and training needs of employees, as well as the adjustment of corporate values. However, this paper concentrates primarily on matching Nokia’s values with 1492’s corresponding leadership types.
Collective Autonomy
Von: Stella Deppe
The biological phenomenon of swarms remains a challenge to many researchers. The complexity that emerges from combining relatively simple individual behaviour yields many questions. The emerging apparent perfection has not yet been investigated satisfactorily. This paper presents an elucidation of the term swarm, both for animal and human swarms. Autonomy as a possible bonding force in swarms is the focus of the analysis. A considerable difference between individual and collective autonomy will be outlined. The potential that arises from the high degree of collective autonomy has to become more obvious in order to benefit further from the hyper organism.
Social Micro-Payments in Enterprises
Von: Moritz Andresen and Maximilian Weiß
This paper presents a management tool named ‘Social Micro-Payments in Enterprises’ designed to deliberately invest in trust capital as a key success factor for knowledge enterprises. We explain the problems of generic incentives regarding the employees’ intrinsic motivation and the semi- optimal outcome of social dilemmas by using the concept of implicit contracts. Subsequently, we demonstrate socio-psychological mechanisms to improve the quality of implicit contracts, like communication, participation and awards. Examining the underlying conditions of implicit contracts in detail, we present necessary prerequisites for the internalisation of values and the build-up of system trust. Based on this theoretical framework we construct a new management tool and deliver a best practice perspective.
Collective Intelligent Management
Von: Michael Hengl, Maximilian Kammerer, and David Rohrmann
In 2004, the CMO (customer & market operations) Customer Care division of Finnish corporation Nokia was struggling with inefficient processes and rising costs. Consequently, top management initiated a program to drive cultural change as a way to meet this challenge. Four years of leadership development and training later – and Nokia Care’s managers no longer wait for orders from above. They act in a flexible, efficient and autarkic collaborative way to provide their services in a collective intelligent manner.