Scholarly article on topic 'Exploring the Strategic Value of Interdisciplinary Collaboration: COINs in the Creation of Business'

Exploring the Strategic Value of Interdisciplinary Collaboration: COINs in the Creation of Business Academic research paper on "Economics and business"

Share paper
OECD Field of science
{"Interdisciplinary Collaboration" / "Design Management" / "Business Models Canvas" / "Collaborative Innovation Networks"}

Abstract of research paper on Economics and business, author of scientific article — Saad Aqeel Alzarooni, R Wade Campbell, Yushi Wang, Christine Z. Miller

Abstract This paper presents insights from a business collaborative venture between three graduate students at The Savannah College of Art and Design. The concept for a collaborative business venture, which is called TRI-O Consulting, was created to enable the team to gain experience in developing collaborative innovation networks. Furthermore, the paper brings to light the value of interdisciplinary collaboration in business model development by offering an approach capable of integrating the perspectives of Design Management, the Business Model Generation Canvas (Osterwalder & Pigneur, 2010) and the concept of Collaborative Innovation Networks (Gloor, 2006). The paper explores the contributions of these disciplines, documents insights from collaborative practice, and proposes a framework for developing interdisciplinary collaborative ventures.

Academic research paper on topic "Exploring the Strategic Value of Interdisciplinary Collaboration: COINs in the Creation of Business"


Social and Behavioral Sciences


Procedía - Social and Behavioral Sciences 26 (2011) 130 - 135

COINs 2010: Collaborative Innovation Networks Conference

Exploring the Strategic Value of Interdisciplinary Collaboration: COINs in

the Creation of Business

Saad Aqeel Alzaroonia*, R Wade Campbellb, Yushi Wangc, Christine Z. Millerd

This paper presents insights from a business collaborative venture between three graduate students at The Savannah College of Art and Design. The concept for a collaborative business venture, which is called TRI-O Consulting, was created to enable the team to gain experience in developing collaborative innovation networks. Furthermore, the paper brings to light the value of interdisciplinary collaboration in business model development by offering an approach capable of integrating the perspectives of Design Management, the Business Model Generation Canvas (Osterwalder & Pigneur, 2010) and the concept of Collaborative Innovation Networks (Gloor, 2006). The paper explores the contributions of these disciplines, documents insights from collaborative practice, and proposes a framework for developing interdisciplinary collaborative ventures.

@ 2011 Published by Elsevier Ltd. Selection and peer-review under responsibility of COINs 2010 Organizing Committee

Key words: Interdisciplinary Collaboration; Design Management; Business Models Canvas; Collaborative Innovation Networks

1. Introduction

The introduction of concept of COINs (Collaborative Online Innovation Networks) to the graduate students in Design Management at SCAD has stimulated interests and discussions about how to effectively utilize the social networks of designers to support knowledge sharing through interdisciplinary collaboration. These discussions have led to further exploration of the ways in which COINs can transform these networks into actionable and meaningful insights that can help visualize new opportunities for design and further realize their strategic business implications.

The purpose of this paper is to present various perspectives and insights from TRI-O, an interdisciplinary collaborative business venture that incorporates key social networks of the three core players and associated networks that emerge out of interacting with academicians, students, and professionals from different disciplines. Establishing the foundation for a visionary framework requires processing multiple layers of complexity and resolving the myriad of issues that arise along the way. This paper discusses these layers, documents insights gained through this learning experience, and proposes a framework for interdisciplinary collaboration.

* Corresponding author. Tel.: 01-912.352.3733; fax: 01-912-525-6437. E-mail

Savannah College of Art and Design, Savannah, Georgia, U.S.A


1877-0428 © 2011 Published by Elsevier Ltd. doi:10.1016/j.sbspro.2011.10.569

2. Background

The concept of COINs and the use of dynamic social network analysis tools such as Condor3 were introduced to the research team through the graduate course DMGT 782b: Collaboration at Distance, during the 2008 fall term. Participating in the COINs course consisted of a collaborative venture between various university actors, students and faculty. The participants in the course included collaborators from information system from the University of Cologne, the University of Helsinki, and design faculty and students form SCAD. The inclusion of design students introduced a knowledge model with very different set of skills, tools and language, which increased the complexity of the interactions between the collaborators (Miller et al. 2010).

While the experience of participating in the COINs course and learning the Condor software was initially challenging, it was certainly a positive learning experience for all those involved. That is to say that by working in global virtual teams, we had the opportunity to learn through hands-on experience how to collaborate in a multidisciplinary virtual environment. Also, the participants realized the potential of COINs to provide the imagery to visualize a business model that applies the principles of creative collaboration, knowledge sharing and social networking.

Early collaborations toward founding TRI-O involved establishing a core team consisting of three graduate design students who participated in the COINs class. The three designers come from three different parts of the globe: the U.S., the People's Republic of China, and the United Arab Emirates. In addition to the cultural differences, the team members come from different academic backgrounds; each possesses unique skills that range from industrial and product design, business and engineering, and from social science and community development. It should be noted that realizing the potential that can come from diversity would have had little chance if there had not been common ground on which to build. In this case common ground was established through the fact that all individuals were students of design management which provided a common language and shared values.

The research team established creativity, transparency, and communication as guiding principles under which the dynamic of collaboration takes place. Early discussions between team members focused on addressing questions such as how to generate and structure interdisciplinary collaboration in business situations, and on identifying critical path issues by applying a multidisciplinary lens to build business capacity. The task was to uncover hidden business opportunities based on the team's social and professional networks. Moreover, significant attention was given to identifying commonalties, areas of strength, and potential markets that each of the members could identify based on one's current and past networks. Following these initial steps the team prioritized the different areas that defined our expertise and were considered as adding value to the collaboration process.

3. Three Core Disciplines

In approaching this project, the team explored three focus areas: design management, collaborative innovation networks, and business model generation through the Business Model Canvas (Osterwalder & Pigneur, 2010). The following summarizes these core disciplines with attention to their contributions to the overall vision of the proposed model.

The research team sought to create a strategic vision that supports collaboration and sets the foundation for the development of a business model. Scenarios would be developed to explore possible futures implied by various iterations of the business models. Having this in mind, the team began with the design management approach, a practice requiring design thinking and creativity. As suggested by Fee (2007), design management can be described as the practice of collaboration in the materialization of tangible ideas and principle that are shared by the people involved in creating new business, developing new products, and stimulating the investor community (Fee, 2007). Because of a commitment to realize competitive advantage it was important for the team to take an approach that explicitly focuses on innovation. As a result, design management practice becomes integrated as a core element in the process.

The next core element was based on the idea of COINs which represents a cyber-team of self organized people working together toward a common goal-innovation- by sharing ideas, information, and work (Gloor, 2006). A fundamental motivation for pursuing this project grew from a desire to reflect the "genetic codes" of COINs.

Typically, the genetic code incorporates three characteristics: first is innovation, through massive collaborative creativity, second is collaboration under a strict ethical code, and lastly, communication in direct-contact networks (Gloor, 2006). Adding social network analysis as a core element in the process helped the team gain a vision of a business model centered on the principles of collaboration, knowledge sharing and social networking.

The team also sought practical and simple tools to learn how to systematically understand and design new business model that embrace value creation. The Business Model Canvas, a business model generation tool was integrated in the process to describe the rational of how the team creates, captures, and delivers value. As suggested by Osterwalder and Pigneur (2010), the business model generation canvas acts as a blueprint to craft strategies that are implemented through organizational structures, processes, and systems. Essentially, the business model canvas can be described through nine basic modules that cover the four main focus areas of a business: customer, offer, infrastructure, and financial viability (Osterwalder & Pigneur, 2010).

4. Methodology

As far as the data collection method and tools, the team used secondary research in the areas and disciplines previously mentioned. Primary data collection was obtained though face-to-face meetings and open discussions between the team members. Discussions during meeting were recorded and reviewed to capture personal interpretation regarding group progress and possible obstacles that could be faced in the future. The research team shared stories about their past and current work experiences. Likewise, the team exchanged personal stories, the way they felt about working together, and their attitudes toward collaborating with others outside the network. This was a very important step toward building trust and transparency between the core players and the external networks.

The team also adapted a methodology from action research to further explore the proposed model and framework. Research outcomes that promote change, flexibility and adaptability in the process (McTaggart, 1991) were pursued in parallel. It was vital that the exploration process was participatory and reflective in nature so that team's ideas and attitudes about collaboration along with the different skills set of each members were taken into consideration and incorporated into the process.

Since meetings between the team members were conducted at various points during the course of the project, the method of visualizing the team's own networks provided snapshots in time. The process of exploring this project substantially increased the team's awareness of the components and dynamics of collaborative efforts. As an illustration, a conceptual understanding of collaborative dynamics was informed by several mind-mapping sessions that allowed the research team to collect primary data on different collaborative ventures. This was an important step not only to the creation of the business model but also to visualizing the trajectory of the business itself. The result added a rich new diagnostic layer to reflecting on each other's areas of strengths and potential markets that each member can identify based on geographical locations.

5. Pre-planning

In the very early stage of this project, the research team realized that having interdisciplinary teams on board means having different knowledge models as well as multiple sets of skills that need to be taken into consideration. This then raises the question of how to strategically connect and incorporate all these different networks, knowledge models, and skill sets that each team members brings into the table. With this question in mind the team worked together to use the power of social networks to reveal strategic insights for collaboration and business creation.

In the process of putting these concepts into practice, the team members used different communication methods to pitch the idea to others. This step was important to get a sense of the level of interest and buy-in for the idea. In COINs language, this demonstrates the so-called the "waggle dance", a phrase borrowed from bee keeping. Since honeybees are social insects the metaphor to human collaborative networks is quite compelling (Miller, Aqeel-Alzrooni, & Campbell, 2009). The waggle dance is performed by honeybees to communicate to their hive-mates the direction and distance they must fly to reach a new food source (Riley & Greggers, 2005). For the purpose of recruiting people to be part of the collaborative networks, the team members had to perform similar act by communicating the significance of the project and creating excitement about potential business opportunities. A successful "waggle dance" performed during the COINS 2010 conference, has created enough buzz to attract significant interest and identify individuals committed to the business venture.

The graph below depicting the dynamic of collaborative effort (Figure 1) was created by the team members. It provides a visual representation of a framework for interdisciplinary collaboration. It identifies the core players, their areas of expertise, and potential networks based on geographical location. The model was presented during the COINs 2010 conference by the core players (e.g., this design team) in TRI-O Consulting.

Figure1. Exploring the Strategic Value of Interdisciplinary Collaboration: COINs in the Creation of Business (Alzrooni, Campbell, and Wang, 2011)

6. Vision and Value Proposition

The research team agreed that reaching a shared understanding of critical issues, such as defining vision and mission would ensure producing a better business model for the venture. After several brain-storming and mind-mapping sessions, the team agreed that the vision of the proposed concept is an attempt toward creating a cluster of innovative networks for designers that bridges the gap between academia and industry practitioners. Correspondingly, two underlying assumptions, which were considered as having equal priority, served as guiding principles that drive the proposed vision. The first principle was guided by the desire of establishing a pathway for business growth that leverages an organization's strength, especially so called soft assets. The second was based on putting together a dynamic support system capable of ensuring continuing relationships with customers, partners, and attracting new entrants.

Finally, the team agreed that the initial collaborative efforts of TRI-O Consulting will be aimed at adding value in three ways: first through the formation of design partnerships between the academia and business. Next, acting as a

hub in the creation of a solid network of contacts with designers, established businesses, and entrepreneurs, and third, by promoting and enabling virtual and face-to-face meetings between collaborators. In the long run, the inclusion of these objectives increased the team's conviction that developing a collaborative culture is not only a key competency in managing any design process, but also that it is critical in order to pursue innovation and gain competitive advantage.

Following the initial agreements, the team worked together to draft a value proposition for the model. This reads as follows: the model is designed for those who are involved with or interested in interdisciplinary collaboration and business development in design projects. It will be of primary interest to design professionals, design researchers, and industry practitioners who are engaged in new business development. TRI-O Consulting offers the opportunity to develop a platform for design collaboration and business model generation. This will be accomplished through using multiple disciplinary lenses as a basis for understanding the complex context of business both internal relationships as well as external relations and networks. Unlike traditional approaches that tend to employ linear thinking, the proposed model combines three different disciplines which collectively offer a more comprehensive understanding of the conditions under which the dynamic of collaboration can occur.

7. Insights and Reflections

The following examples illustrate the design team's collaboration in two industries: Gaming and the Health Care. In reflecting on these collaborative initiatives that followed a successful "waggle dance", insights that informed the team's direction are summarized.

The first case involved a company in the Gaming Industry. After the design team (e.g., the COIN) designed and prototyped a game for the client they developed a proposal for a turn-key solution that would make it possible for the client to sell the product directly off the shelf. The value proposition of the proposal was based on a manufacturing network that the team had built from previous relationships. The client, however, decided to collaborate with a new manufacturing agent that was not included in either the product development process or in the design team COIN. The new agent/manufacturer selected by the client did not meet design and manufacturing standards, suggesting that there was little attention and value placed on building the trust relationship building, which has a direct association with poor communication and lack of trust. If the client understood the value of the different relationships that emerged during the process, then the final outcome would have been more desirable not only for the short term product development but also for building long term strategic partnerships.

In the second case one of the core members of the design team established a relationship with a design consultant through sharing his theoretical model at an academic conference. The design team member was later invited to participate in a pilot project to demonstrate his ability to collaborate with a multidisciplinary team. As a result, the consultant later introduced the design team to a health care related project led by a design firm with a focus on experience design. This firm became a new connection in the external network and produced not only monetary revenue, but potential connections in experience design and the health care industry.

Overall, both collaborative experiences have resulted in setting the foundation and creating the platform to bring in people from the external network into a relationship with the core COIN.

8. Conclusions and Directions for Future Research

The collaborative venture described in the paper documents the process of developing a business model based on a multidisciplinary framework derived from the background of COIN members. It includes the personal reflections of three design graduate students whose common passion is participatory design, information and knowledge visualization, and design strategy. Further, the result of this collaborative effort explains how the design team applied three guiding theoretical principles to create value. It demonstrates how people might be brought into the COIN from the external networks, and how the design team as a business might extend and expand its external networks by leveraging the networks of its members.

While this learning experience offered a solid validation and much richer insights for future business development, further research on how to incorporate the face-to-face element of collaboration is important to continue the momentum and to optimize the social networks of key actors. Finally, this paper was based on the conviction that there was value in documenting the process of forming an interdisciplinary collaborative venture. The team's perspective is, of course, based on personal reflections; therefore it is hoped that this effort will stimulate constructive dialogue as the team moves forward in developing their framework.


Fee, R. (2007). Design Managment Program Excecutive Summary. Savannah: SCAD. Gloor, P. (2006). Swarm Creativity. New York: Oxford University Press.

McTaggart, R. (1991). Principles for participatory action research. Adult Education Quarterly 41(3), 168-187.

Miller, C., Aqeel-Alzrooni, S., & Campbell, R. W. (2009). Learning to Collaborate in COINs: Insights from a multi-disciplinary global virtual collaboration. Paper presented at the Collaborative Innovation Networks, Savannah, GA.

Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Toronto: Self Published.

Riley, J. R., & Greggers, U. (2005). The flight paths of honeybee recruited by the waggle dance. Nature 435 (7039), 205-207.

a The dynamic social network analysis tool Condor is a software program developed by Peter Gloor, et al. b The course number for DMGT 782: Collaboration at a Distance was changed in fall 2010 to DMGT 747