COLLABORATIVE NETWORKS AND INNOVATION · Trends in CNs – Business Ecosystems “An economic...
Transcript of COLLABORATIVE NETWORKS AND INNOVATION · Trends in CNs – Business Ecosystems “An economic...
© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2019 1
COLLABORATIVE
NETWORKS AND INNOVATION
Luis M. Camarinha-Matos
Universidade NOVA de [email protected]
PhD PROGRAM IN ELECTRICAL AND COMPUTER ENGINEERING
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INNOVATION?
COLLABORATIVE NETWORKS?
INNOVATION IN COLLABORATION?
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Innovation is creating new ideas and getting them to work.
Innovation must be user-focused.
Innovation is not science or technology.
Innovation creates economical prosperity rather then knowledge.
Innovation is turning an idea into a business success.
Innovation is a change in the economic or social environment.
Innovation is the exploitation of an invention.
Exploitation is everything involved in the implementation
or commercialization.
All these descriptions could be composed in a qualitative equation:
Innovation = Invention + Commercialization or Implementation.
[J. Dias, 2010]
INNOVATION?
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Raw ideas provide no benefit, unless
pursued toward some end.
The Universal Industrial Success Curve shows a seven
stage segmentation scale of ideas: from 3,000
unwritten ideas, 300 will be formalized in written
form that perhaps leading to one success.
(Greg A. Stevens and James Burley, “3000 Raw Ideas = 1 Commercial Success!” Research
Technology Management, May-June 1997)
Innovation is not science or engineering, and it is not technology; it is about
taking ideas and developing them into products and services
and bringing them to the marketplace to generate new economic growth.
IDEAS ?
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IdeaProject
proposalFeasibility Prototype Development
Launching &
commercialization
Hypothesis
& preparation Research DevelopmentCommercial
exploitation
THOUSANDS HUNDREDS TENS 1
IdeaProject
proposalFeasibility Prototype Development
Launching &
commercialization
Hypothesis
& preparation Research DevelopmentCommercial
exploitation
THOUSANDS HUNDREDS TENS 1
IDEAS ?
PhD thesis
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A missing link in innovation
Innovation
“no man’s
land”
Innovation
“no man’s
land”
Research push Market pull
Phase 1Solution proposal
Phase 2Prototype
Phase 3Pre-commercial product/service
Phase 4Commercial
product/service
Phase 0Research
PhD thesis scope
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Can this be done by a single organization?
What if it is a SME?
FROM IDEA TO MARKET
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Eschenbächer et al, 2009
Inspired by Arthur D. Little 2006
Management of
distributed innovation processes
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INNOVATION & COLLABORATION
Creation of new value …
by confrontation of ideas and practices,
combination of resources and
technologies, and creation of synergies
INNOVATION
Particularly important for SMEs!
Innovations are increasingly brought to the market by networks of enterprises, selected for their unique capabilities, and operating in
a coordinated manner
… but this demands that companies develop different skills, in particular,
the ability to collaborate with partners to achieve good innovation
performance
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COLLABORATION – WHY?
“can’t do alone” /common or compatible goals
“size”
“survival”
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A classical supply chain
Example: Automotive industry
NETWORKS IN INDUSTRY
Long-term, quasi-“stable”, coordinated
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Movie industry
EXAMPLE OF CN
A typical example of a dynamic, temporary network
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“A virtual enterprise is a temporary alliance of enterprises that come together to share skills or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.”
VIRTUAL ENTERPRISE
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Spreading over many application domains
BECOMING PERVASIVE
... in different domains different terminologies might be used
... different terminologies also reflected in different roadmaps
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MARKET TURBULENCE
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COLLABORATION
Increased visibility
Increased level of visibility can help quick adjustments to
demand fluctuations & disruptions
Rapid shape reconfiguration(dynamic consortia formation)
adjusting to needs
Often presented as a mechanism to facilitate resilience and agility
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COLLABORATION MOTIVATION
“can’t do it alone”
“survival”
“size”
Coping with market turbulenceIncrease chances of survivalIncrease activities / profitBetter chances to compete with larger companiesLobbying & market influence (branding / marketing)Easier access to loansCheaper group insuranceBetter negotiation power(e.g. Joint purchasing)Prestige, reputation, referenceAccess to /explore new market /product(e.g. Multidisciplinary sector)Expand geographical coverageIncrease potential for innovationEconomy of scaleDevelop brandingAchieve (global) diversity...Also regional strength
Examples of
motivation
factors
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HISTORICAL PERSPECTIVE
1970s 1980s 1990s 2000s
Intr
aen
terp
rise
Inte
ren
terp
rise
Sh
op
flo
or
Inte
gra
tio
n
level
Extendedcontroller
Automationisland
FMS/FAS
CAD/CAM
CIM
IMS
Anthropocentric
systems
Balanced Automation
Extended enterprise
Virtual enterprise
Fractal company
Holonic systems
Virtual manufacturing
Autonomous systems
SCM
Lean manufacturing
Agile systems
ICT in industry
Collaborative Network
Evolvable systems
Self-organizingsystems
Service-oriented
architectures
Enterprise
portal
Machine & sensornetworks
VO breeding environment
& Business ecosystem
Learning organization
Virtual organization
Cloud
Enterprise
2010s
Glocal enterprise
Sensingenterprise
Product-Service
Systems
CRM / xRM
Social enterprise
CPS
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COLLABORATIVE NETWORK
WHAT IS IN A CN ?
Variety of entities - organizations and people … even machines
largely autonomousgeographically distributedheterogeneous in terms of their:
operating environment, culture, social capital and goals
Collaborate to (better) achieve common or compatible goals
Interactions are supported by computer network.
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FORMS OF COLLABORATIVE NETWORKS
Many forms of collaborative networks have emerged in last years
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COLLABORATION REQUIRES PREPAREDNESS !
According to some empirical studies failure to achieve successful collaborations
nearly reaches 50 % of the cases !
(Kelly et al., 2002),
(Bamford et al., 2004),
(Blomqvist et al, 2005)
Diverse business practices
Different cultures
Heterogeneous infrastructures
Trust building takes time
Long negotiation times
Communication “overheads”
...
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COLLABORATIVE NETWORKS – Main classes
VBE
VO
Long - termstrategy
Temporary(Opportunity
Driven)
VO BreedingEnvironment
Virtual Organization
VT
PVC
ProfessionalVirtual
Community
Virtual Team
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SOME EXAMPLES OF VBEs
Metal-mechanics sectorSwitzerland, Germany
Aeronautics sectorSpain
Aeronautics sectorGermany
Watch industry sectorSwitzerland, China
Metal-mechanics sectorSpain
Electronics sectorIreland
netWork Oasis / Science ParkFinland
Engineering & ManufacturingMexico Telecommunications sector
Italy
Engineering Finland
TechMoldes
Moulds industry Brazil
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COLLABORATIVE NETWORKS - Taxonomy
Collaborative Network
Collaborative Networked Organization
Long-term Strategic Network Goal-oriented Network
Virtual organizations
Breeding Environment
(VBE)
Professional
Virtual
Community
(PVC)
Grasping
opportunity
driven network
Continuous
production
driven
network
Industry cluster
Industry district
Business Ecosystem
Disaster
Rescue
NetworkVirtual enterprise (VE)
Virtual Organization (VO)
Extended enterprise
Virtual Team
Supply Chain
Collaborative e-government
Collaborative Smart grid
DistributedManufacturing
Ad-hoc
Collaboration
Collaborative
Innovation
Network
Flash mob
Informal
network
One-to-one
informal
collaboration
Mass
collaboration
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WHERE ARE WE ?
ICT Infrastructures
VO Breeding Environments /
Business Ecosystems
VirtualOrganizations
Professional Virtual
Communities
Theoretical Foundation
Concepts?
Methodologies?
Support technology and tools?
Practices? Are we done?
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BUILDING BLOCKS
Focus on
Theoretical
Foundation
Focus on
VBE Management
Focus on
ICT Infrastructure
Focus on
VO / VE Creation
Focus on
VO / VE Management
VO Creation Framework
VO Creation Services
Preparedness for
Collaboration
Negotiation
Contracting
Electronic Service
Markets
VO Governance principles &
models
Collaborative business
processes
Performance Management
Risk Management
Self-organizing Principles
VO Inheritance
Decision Support
Value Systems
VBE Management
System
Trust Management
Competency & Profiling
Evolution & Sustainability
VBE Reference
FrameworkNetwork Analysis
Service-
Oriented
Architecture
Security
Infra-
structureDistributed
info exchange &
sharingDistributed
processes /
workflow
CloudComputing,
CPS, IoT
Collaboration
Platforms
Inter-operability
Agent-based Approaches
Modeling
Framework
Soft
Modeling
Complexity
Models
Organizational
Ecology
Behavioural
Models
Reference
Modeling
Modeling
base
AffectiveComputing
Classes of CNs Technological Support
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http://www.hbs.edu/research/pdf/07-079.pdf
COLLABORATION, WHEN?
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Extended
Product /service
Design /
Production
process
Enterprise
Customer
What
How Who
Why
Extended
Product /service
Design /
Productionprocess
Co-innovationnetwork
(enterprises + customers)
What
How Who
TOWARDS CO-CREATION NETWORKS
From customer-centric ...
... to co-innovation networks
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SERVICE-ENHANCED PRODUCTS
Physical
product
Product design
& sub-systems
Remote
supervisionRemote
monitoring &
diagnosis
Predictive
maintenance
Product usage:training, assistance,
interaction
Product
design
Product
assembly
Which services?
How to deliver?
Extended Product
Product-Service System
Service-enhanced Product
Product kernel Product shell
Physical components and
technical functions
(Tangible product)
Packaging
(Business) services
Intangible
‘surroundings’ of the
product
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AN EXAMPLE
Pool of
European Manufacturers
Local
supplier
Customer
Collaborative
solution space(co-creation playground)
Service provision
space(along PLM)
Cloud-based
pool of resources
Deploy
Product
design
Product model
+ support services
Geo-region AGeo-region BP
hy
sica
l sp
ace
Cy
be
r sp
ace
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AN EXAMPLE ...
Manufacturers network
Small & relatively stable VBE
Mostly localed in Europe
Little overlapping
Loose interactions?
... Not yet a VBE !
Customer “network”
Not clearly organized as a
network
Local suppliers
Other entities – R&D, regulators,
etc
Product development
network
Product servicing
network
Virtual enterprise (product life cycle)
Members from “manufacturers
network” & “customer network”
Long duration, evolution
Inheritance ?
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SERVICE CO-CREATION / CO-INNOVATION
Co-creation team
Location: Near desert
Problem: Power loss
due to accumulation
of dirt on the solar
panels (soiling loss)
Trigger
panel
cleaning
New service
“Involvement of the customer
... and local stakeholders ...
in the process of
collaboratively creating new
products / services”
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VOVO
Core Solar
Energy VBE
GloNet: Glocal enterprise view
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Collaboration issues in Through Engineering
Full life-cycle of product
Customer involvement(co-design)
Service-enhanced products
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1990’s 2000’s 2010’s
Virtual Enterprise /
Virtual Organization
VE/VO
+
VO Breeding Environments
Interplay of multiple
networksSupply chain
Extended
Enterprise
Ecosystem / community
Blurring borders
Formal & informal networks
Multiple membership
Dynamism, evolving structures
Long term allianceDiferent degrees of membership
Dynamic goal-driven VOs
Single networks
Trends in CNs
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Trends in CNs – Business Ecosystems
“An economic community supported by a foundation of interacting organizations
and individuals - the organisms of the business world. This economic
community produces goods and services of value to customers, who
themselves are members of the ecosystem”. [Moore 1993]
The actors of the ecosystem “coevolve their capabilities and roles” [Moore
1996]
Business Ecosystem: a kind of VBE
Collaborative Business Ecosystem – a term that emphasizes the role of collaboration
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INDUSTRY 4.0 DIMENSIONSDimension Some relevant topics
1 Vertical integration or networking of smart production systems
Extensive CPS Interoperability Decentralization Virtualization Real-time availability of data Service orientation
Modularization Enterprise wide data analytics &
Augmented reality support Needs-oriented & Individualized Optimization
2Horizontal integration through global value
chain networks
Collaboration Transparency Interoperability, Data sharing Decentralization Business ecosystem / business
community Track and tracing
Safety & security Global optimization Global flexibility Suppliers orchestration Resilience Regulatory framework
3 Through-engineering across the entire value
chain
Product life-cycle Co-engineering End-to-end integration Circular economy Connecting & integrating customers
Availability of data at all stages Tracking & tracing Service-enhance products Creating new product-service
offerings
4Acceleration of manufacturing
IoT, CPS Mobile computing Robotics and drones Artificial Intelligence Additive manufacturing Industrial biology
Neuro-technologies Nanotechnologies Sensing technologies Cloud, big data & analytics Collaborative machines
5 Digitalization of products and services
Self-identification History record and tracing Augmented reality Data availability
Service-enhanced products Assistance Self-diagnosis, self-configuration
6 New business models and customer access
Customer experience Customer intimacy Co-design / co-creation Value chain Link to smart infrastructures
Product-service ecosystem Sustainability Social responsibility Glocal enterprise
Infr
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OPEN INNOVATION
Open Innovation is the process of doing new things with outsiders that deliver value
It’s as much about attitude
Involvement of people outside core task
Involvement of non-employees
Open Innovation - Sources
• Inside
– Employees in different divisions…
– Geographies
– Functions
• Outsideo Suppliers
o Customers
o Consumers
o Partners
o Universities & research institutes
o Retirees
o Anybody
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Open Innovation stages collaborative climb – who and why
Closed Innovation – the lab is
our world
Open Innovation – the world
is our lab
Hire the best and the smartest Recognize that lots of smart
people work elsewhere, so
find ways to interface with
them
Put them in special conditions Open your networks to diverse
talents
Innovators are free from
market pressures to innovate
from within
Innovators are exposed to real
world needs, pressures and
information exchange to
innovate by engagement
Very pushy - move technology
pipeline from ideas to
products
Push and Pull - non-linear
process of ideation advances
products and services
Delivered to passive customers Delivered to engaged
customers
http://slideplayer.com/slide/5892246/
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OPEN INNOVATION ...
Open source communities
Social networks ?
A social network is a description of
the social structure between actors,
mostly individuals or organizations. It
indicates the ways in which they are
connected through various social
familiarities ranging from casual
acquaintance to close familiar bonds.
LinuxArduino
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OPEN INNOVATION ...
A ”Living Lab” is a ...
citizen-business-public partnership operating
in real life/work environment providing
human-centric (user-driven) innovation
service
A living lab is a research concept. A living
lab is a user-centered, open-innovation
ecosystem, often operating in a territorial
context (e.g. city, agglomeration, region),
integrating concurrent research and
innovation processes within a public-
private-people partnership. [Wikipedia]
Living Labs ?
http://www.openlivinglabs.eu/
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CROWDSOURCING
Crowdsourcing - outsourcing tasks, traditionally performed by an employee or sub-contractor, to an undefined, large group of people or community (a "crowd"), through an open call.
“Crowdsourcing" - “crowd” + “outsourcing”
Jeff Howe, June 2006
Wire Magazine
Frequently there is a “prize” for the winning idea
(prize competitions)
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CROWDSOURCING - Examples
http://www.innocentive.com/
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CROWDSOURCING - Examples
http://reports.crowdsourcing.org/
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CROWDSOURCING - Examples
http://www.onebillionminds.com/
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CROWDSOURCING - Examples
http://crowdsourcing.dsi.uminho.pt/iniciativas-em-portugal
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CROWDSOURCING - Examples
https://www.yet2.com/active-projects/
https://www.ideaconnection.com
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CROWDSOURCING – Tools (example)
http://ideascale.com/crowdsourcing-tool.html
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CROWDSOURCING ....
Why would people participate?
Is it effective?
Is it a collaborative process?
Crowd or individuals?
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“Wikipedia seems like a good example of a crowd of people who have created a great resource. But at a conference last year I asked Wikipedia founder Jimmy Wales about how articles were created.
He said that the vast majority are the product of a motivated individual. After articles are created, they are curated--corrected, improved and extended--by many different people. Some articles are indeed group creations that evolved out of a sentence or two. But if you took away all of the articles that were individual creations, Wikipedia would have very little left. “ Dan Woods, 29-9-2010
Also
The Myth of Crowdsourcinghttp://www.forbes.com/2009/09/28/crowdsourcing-enterprise-innovation-technology-cio-network-jargonspy.html
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CROWDFUNDING
Crowd financingEquity crowdfundingHyper funding
The collective effort of individuals who network and
pool their money, usually via the Internet, to support
efforts initiated by other people or organizations[Wikipedia]
http://crowdfunding.com/ http://ppl.com.pt/en
MORE ...
1. Kickstarter
2. IndieGoGo
3. GoFundMe
4. ChipIn
5. RocketHub
6. GiveForward
7. Fundable
8. Crowdtilt
9. Crowdfunder
10. AppBackr
http://crowdfunding.pbworks.com/w/page/10402176/Crowdfunding
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Fab Lab - A small-scale workshop offering (personal) digital fabrication
OTHER TRENDS – FAB LAB
Typical fab lab equipment:
Laser cutter, plasma cutter, water jet cutter, knife cutter: sheet material cutting
3-axis CNC machines: 3 or more axes, computer-controlled subtractive milling or turning machines
Rapid prototyper: typically a "3D printer" of plastic or plaster parts
Printed circuit board milling: 2 dimensional, high precision milling to create circuit traces in pre-clad copper boards
Microprocessor and digital electronics design, assembly, and test stations
https://www.fablabs.io/labs/fablabedp
https://www.fablabs.io/labs/fctfablab
Concept was developed in the Center for Bits and Atoms (CBA) of the Massachusetts Institute of Technology (MIT)
Large network: http://fab.cba.mit.edu/about/labs/
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OTHER TRENDS – SOCIAL INNOVATION
Social innovation refers to new strategies, concepts, ideas and organizations that
meet social needs of all kinds — from working conditions and education to
community development and health — and that extend and strengthen civil society.
[Wikipedia]
https://www.socialinnovationforum.org
/social-innovator-acceleratorhttp://ec.europa.eu/growth/industry/innovation/policy/social_en
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OTHER TRENDS – Hybrid value chains
Hybrid Value Chain (HVC) is a business model that leverages the capabilities
of the business and citizen sectors to enable the delivery of needed goods and
services to low-income populations in a more cost-effective way.
https://www.ashoka.org/en/search/hybrid%20value%20chain
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OTHER TRENDS – Mass collaboration
Mass collaboration is a form of
collective action that occurs when
large numbers of people work
independently on a single project,
often modular in its nature.
Such projects typically take place
on the internet using social
software and computer-supported
collaboration tools such as wiki
technologies, which provide a
potentially infinite hypertextual
substrate within which the
collaboration may be situated.
[Wikipedia]
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OTHER TRENDS – Mass collaboration …
Stigmergy
... a mechanism of indirect coordination,
through the environment, between agents
or actions. The principle is that the trace
left in the environment by an action
stimulates the performance of a next
action, by the same or a different agent.
Wikipedia
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SCIENCE SHOPS
A Science Shop is a facility, often attached to a specific department of a university or an NGO, that provides independent participatory research support in response to concerns experienced by civil society. It's a demand-driven and bottom-up approach to research.
Wikipedia
http://www.livingknowledge.org/science-shops/how-does-a-science-shop-work/
… often involving students
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OTHER TRENDS – Crowd science
http://emeraldinsight.com/loi/ijcs
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FURTHER READING
L.M. Camarinha-Matos, H. Afsarmanesh, Collaborative networks: A new scientific
discipline, J. Intelligent Manufacturing, vol. 16, Nº 4-5, pp439-452, 2005.
Luis M. Camarinha-Matos, Hamideh Afsarmanesh, Classes of Collaborative Networks, in
Encyclopedia of Networked and Virtual Organizations, Edited by Goran D. Putnik and Maria
Manuela Cunha (Idea Group), Jan 2008.
https://www.academia.edu/244458/Collaborative_networks_a_new_scientific_discipline
https://www.researchgate.net/publication/227067444_Collaborative_networks_A_new_scientific_discipline
https://www.academia.edu/248754/Classes_of_Collaborative_Networks
https://www.researchgate.net/publication/289670799_Classes_of_Collaborative_Networks
Christopher Durugbo, Collaborative networks: a systematic review and multi-level framework,
International Journal of Production Research, 54(12): 3749-3776DOI: 10.1080/00207543.2015.1122249
Francesco P. Appio, Antonella Martini, Silvia Massa & Stefania Testa (2016): Collaborative
network of firms: antecedents and state-of-the-art properties, International Journal of
Production Research, DOI: 10.1080/00207543.2016.1262083
Camarinha-Matos L.M., Fornasiero R., Afsarmanesh H. (2017) Collaborative Networks as a Core Enabler of Industry 4.0. In: Collaboration in a Data-Rich World. PRO-VE 2017. IFIP Advances in Information and Communication Technology, vol 506. Springer•https://www.researchgate.net/publication/319230983_Collaborative_Networks_as_a_Core_Enabler_of_Industry_40
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A. Identify three reasons why SMEs should pursue innovation in collaborative networks.
B. Give two clear examples of contexts / scenarios in Industry 4.0 in which innovation in networks is more promising than innovationin-house. Briefly explain.
C. Suggest an example of social innovation where collaborativenetworks could be relevant.
D. Suggest an example of hybrid value chain where collaborativenetworks could be relevant.
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