If the “early modernity” contemplated the antagonism between high and low complexity, the transition to the new paradigm of so called global and digitized capitalism modifies this relationship in the direction of complementarity. Complexity, far from representing an entity to be compressed and simplified, becomes a source of value for the variety of products and processes and for the management of network interconnections. The notion of enterprise as a cognitive system, which uses knowledge as a source of sustainable competitive advantage and which continuously creates new knowledge from existing capacities provides researchers with a significant reading key to redirect itself into complexity and to give representation to the new organizations: from the model of the castle to the model of the network, of the widespread enterprise, in whose knots represent subsystems connected in a continuous dynamic of relationships, of knowledge and economic exchanges. In the context outlined, organizations face complex challenges in terms of changing business models and reconfiguring the value chain. In particular, new alternative paradigms emerge with respect to the concept of innovation in the traditional sense, such as that of open innovation. Unlike traditional innovation, based on the vertical integration of the innovative process and on defence, open innovation is based on the idea that the company can create value through a strategic path to open up to the competitive environment. The level of analysis is twofold. First, an exploratory comparative analysis was conducted with reference to companies that have embraced the "open" approach in their innovation processes, shedding light on the interconnections existing between the various organizational systems, whose complexity determines the spread of the network. A framework that we called SKIN was applied. Second, through the analysis of Enel Open Power case, attention will be paid to the role of the strategy in the management of the process of transition to a "network" type of business model with a special emphasis to the ecosystem concept where actors, technologies, and institutions co-evolve through their interactions and shared purpose.

Measuring Interconnections in Knowledge-Oriented Ecosystems

Francesco Grimaldi;Stella Lippolis;Angelo Ruggieri
2019

Abstract

If the “early modernity” contemplated the antagonism between high and low complexity, the transition to the new paradigm of so called global and digitized capitalism modifies this relationship in the direction of complementarity. Complexity, far from representing an entity to be compressed and simplified, becomes a source of value for the variety of products and processes and for the management of network interconnections. The notion of enterprise as a cognitive system, which uses knowledge as a source of sustainable competitive advantage and which continuously creates new knowledge from existing capacities provides researchers with a significant reading key to redirect itself into complexity and to give representation to the new organizations: from the model of the castle to the model of the network, of the widespread enterprise, in whose knots represent subsystems connected in a continuous dynamic of relationships, of knowledge and economic exchanges. In the context outlined, organizations face complex challenges in terms of changing business models and reconfiguring the value chain. In particular, new alternative paradigms emerge with respect to the concept of innovation in the traditional sense, such as that of open innovation. Unlike traditional innovation, based on the vertical integration of the innovative process and on defence, open innovation is based on the idea that the company can create value through a strategic path to open up to the competitive environment. The level of analysis is twofold. First, an exploratory comparative analysis was conducted with reference to companies that have embraced the "open" approach in their innovation processes, shedding light on the interconnections existing between the various organizational systems, whose complexity determines the spread of the network. A framework that we called SKIN was applied. Second, through the analysis of Enel Open Power case, attention will be paid to the role of the strategy in the management of the process of transition to a "network" type of business model with a special emphasis to the ecosystem concept where actors, technologies, and institutions co-evolve through their interactions and shared purpose.
978-88-96687-12-3
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11586/230577
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