Partnership Lifecycles and the Evolution of Collaborative 合伙企业的生命周期和协同进化.ppt

Partnership Lifecycles and the Evolution of Collaborative Relationships,Robert T. Trotter, II Northern Arizona University, Flagstaff, AZ Society for Applied Anthropology March 31-April 4, 2004,Project Goals,Understand the structure and dynamics of R&D collaborative partnerships and develop models for creating, sustaining, transforming, and exiting partnerships,Survey Project Sub-Goals Identify the network structure of collaborative ventures (integration, action structures, barriers) Identify the dynamics of collaborative systems (roles, key linkages, central players, communication processes, changes through time) Create a structural and role based model for ideal initiation, maintenance, renewal, change or exit,Acknowledgements: The Team,Elizabeth Briody Gulcin Sengir Linda Catlin Tracy Meerwarth Devedatta Kulkarni,Basic Methods,Data collection Interviews (N=88) Focus groups (N=10) Direct observation Document analysis Social-network survey (N=173),Analysis Overview,Ethnographic Analysis Partnership models, descriptions and trends Partnership dynamics Partnership profiles Sociometric Analysis Statistical analysis of network characteristics Sociometric analysis of structure, roles, positions Network visualization and hypotheses generation,The Life Cycle of Collaboration: Results from the Ethnography,Primary Stages: Partnership structures and the dynamic relationships that drive successful collaborations follow a clear lifecycle pattern. Initiation Stage Courtship Stage Start-Up Stage Mid-Term Stage Mature Stage Transition Stage,Qualitative Evidence for Evolution: Changes over Time,Size and Composition Gradual addition of both roles and individual expertise on both sides Individual roles evolve More roles are added Increase in complexity of roles Specific roles accumulate duties and obligations,Qualitative Evidence (cont.),Initiation and Courtship Ladder model Agreeing on technical issues Identifying and beginning mutual interests Mid-Term Developing relationships Maturity Getting work done Transition Determining the Future,Network Survey Evidence,The network survey allowed us to explore four of the six stages of the partnership life cycle in detail Sample Information,Table 1. Response Rates and Total Responses to Network Survey,vey,Partner,E.Coast Univ.,GM-,E.Coast,Mid Atlantic,GM-,MidAtl.,Midwest Univ.,GM-,Midwest,W.Coast Univ.,GM-,W.Coast,Row,T,o,tals,Surveys,Sent,15,7,34,14,39,20,32,15,286,Surveys,Returned,10,7,15,7,22,16,22,11,173,Percent,Returned,66.7,100.0,44.1,50.0,56.4,80.0,68.8,73.3,60.5,Network Survey Evidence,Analysis Process Freelisting Salient Positions and Roles (Anthropac) Edgelists were used to create sociometric matrices Sociometric Analysis was conducted,Evolution through Network Through Statistical Trends and Visualization,Statistical Trends Network Visualization Processes,Statistical Trends,The statistical trends that support our evolutionary hypothesis include: Changes in size of whole network, average personal network, and complexity of network were observed. (e.g., increasing in number of participants as partnership ages) Changes in sociometric measures (overall network density, transitivity, number of components, etc.) (e.g., newer partnerships have a lower average distance and higher density),Network Visualization Hypotheses and Data from the Survey,The data was assumed to match with specific stages in the partnership cycle Hypothetical and real networks were analyzed for similar structures,Network Visualization Data: KineMage Images of Start Up,Network Visualization Data: KineMage Images of Mid-Stage,Figure 6: Theoretically Figure 6: Mature-Stage Constructed Mature Stage Configuration at 4.5 Years,Network Visualization: KineMage Image of Mature Stage,Conclusions,The qualitative, statistical and visual trends in the data support an evolutionary model for partnership development and maintenance Six stages in the partnership cycle emerge, each associated with particular activities, issues, and decisions These findings have important applied implications associated with them An ideal model can be set up and used to guide new partnerships Problems in existing partnerships can be diagnosed and addressed, based on structure, change, or lack of change from stage to stage,Brief Examples of Application,Recommendations for changes in the timing and structure of periodic progress reviews Recommendations for changes in the structure of roles on both sides of the partnership Recommendations on the types and amount of communication during the transition phase,