Joint learning and development of the network (Vany, 1996Vany, A. D. (1996). Information, chance, and evolution: alchian and the economics of self-organization. Economic Inquiry, 34(3), 427-443. http://dx.doi.org/10.1111/j.1465-7295.1996.tb01387.x. http://dx.doi.org/10.1111/j.1465-7295.19...
) |
Learning is only possible through conversations with the MBB |
Promotion of the learning through interaction and consultation to IS and direct meetings |
Quick formation of teams for troubleshooting (Quinn et al., 1996Quinn, J. B., Anderson, P., & Finkelstein, S. (1996). Managing professional intellect: making the most of the best. Harvard Business Review, 74(2), 71-80. PMid:10156468.) |
The teams are formed quickly, however centrally and conducted by the MBB |
Arranging a mechanism for quickly grouping the skills needed and forming the team |
Strong interaction and communication between the participants of the network (Anderson, 1999Anderson, P. (1999). Complexity theory and organization science. Organization Science, 10(3), 216-232. http://dx.doi.org/10.1287/orsc.10.3.216. http://dx.doi.org/10.1287/orsc.10.3.216...
) |
There is no relationship between the participants, except the monitoring meetings |
Encouragement of the meeting of those involved and development of the IS for interaction. |
Coevolution of the participants of the network and the network itself (Kash & Rycoft) |
Participants do not develop jointly, only through external training |
Promotion of the learning through interaction and consultation to IS and direct meetings |
Extensive knowledge of the skills of participants and access to these capabilities (Kash & Rycroft, 2002Kash, D. E., & Rycroft, R. (2002). Emerging patterns of complex technological innovation. Technological Forecasting and Social Change, 69(6), 581-606. http://dx.doi.org/10.1016/S0040-1625(01)00171-8. http://dx.doi.org/10.1016/S0040-1625(01)...
) |
Only the MBB know the capabilities of those involved |
Make available the capabilities of those involved through IS and make them accessible |
Existence of mutual trust and aid (Kash & Rycroft, 2002Kash, D. E., & Rycroft, R. (2002). Emerging patterns of complex technological innovation. Technological Forecasting and Social Change, 69(6), 581-606. http://dx.doi.org/10.1016/S0040-1625(01)00171-8. http://dx.doi.org/10.1016/S0040-1625(01)...
) |
There is confidence, but only the MBB helps |
Make available the capabilities of those involved through IS and make them accessible |
Ability to be developed without significant direct external interference (Rycroft & Kash, 2004Rycroft, R. W., & Kash, D. E. (2004). Self-organizing innovation networks: implications for globalization. Technovation, 24(3), 187-197. http://dx.doi.org/10.1016/S0166-4972(03)00092-0. http://dx.doi.org/10.1016/S0166-4972(03)...
) |
Projects are developed primarily from indications of the owners of processes |
Method for generation and selection of ideas within the Six Sigma structure |
Non-existence of an explicit centralized leadership (Wagner & Leydesdorff, 2005Wagner, C. S., & Leydesdorff, L. (2005). Network structure, self-organization, and the growth of international collaboration in science. Research Policy, 34(10), 1608-1618. http://dx.doi.org/10.1016/j.respol.2005.08.002. http://dx.doi.org/10.1016/j.respol.2005....
) |
Leadership that is explicit and centralized in the MBB, who select the projects and have the knowledge |
Modification of the performance of MBBs so that they can be supporters of the Six Sigma program. |
Use of information systems to systematize the knowledge developed (Crowston et al., 2007Crowston, K., Li, Q., Wei, K., Eseryel, U. Y., & Howison, J. (2007). Self-organization of teams for free/libre open source software development. Information and Software Technology, 49(6), 564-575. http://dx.doi.org/10.1016/j.infsof.2007.02.004. http://dx.doi.org/10.1016/j.infsof.2007....
) |
The information system is only used for cost allocation |
Use of IS to allow interaction between participants, exchange of experiences, placement of files and recovery of older projects. |