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Time and the Value of Data

by Ehsan Valavi, Joel Hestness, Newsha Ardalani, and Marco Iansiti

This paper studies the impact of time-dependency and data perishability on a dataset's effectiveness in creating value for a business, and shows the value of data in the search engine and advertisement businesses perishes quickly.

In the Platform Economy, Upwork Searches for Better Matches in the Cloud

Re: David B. Yoffie

Welcome to the Platform Economy, where business strategists must learn a new form of competition. David Yoffie and Michael Cusumano explain choices facing Upwork, which matches jobs with job hunters in the cloud. Open for comment; Comment(s) posted.

Product Quality and Entering Through Tying: Experimental Evidence

by Hyunjin Kim and Michael Luca

This study empirically explores Google’s decision to tie its new reviews product to the top of its search results, excluding competitors. Results suggest that such "tying" can facilitate dominant platforms’ entry into adjacent markets, even when the tied product is of worse quality compared to existing options.

What Should Mark Zuckerberg Do?

by James Heskett

SUMMING UP: Facebook doesn't necessarily need a better data-privacy policy, James Heskett's readers suggest. Instead, Mark Zuckerberg needs a new business model. Open for comment; Comment(s) posted.

Is It Time To Break Up Amazon, Apple, Facebook, or Google?

by James Heskett

SUMMING UP Would breaking up tech giants like Facebook and Google be good antitrust policy or bad for capitalism? James Heskett's readers join the conversation. Open for comment; Comment(s) posted.

Web Surfers Have a Schedule and Stick to It

by Julia Hanna

Note to web marketers: Consumers won't carve out more time to visit your site. So how do you attract them? Start by understanding their online habits, reports new research by Shane Greenstein and colleagues. Open for comment; Comment(s) posted.

Airbnb Hosts Discriminate Against African-American Guests

by Carmen Nobel

Experimental research by Ben Edelman, Michael Luca, and Daniel Svirsky revealed widespread discrimination against African-American guests on Airbnb. Now the researchers have created an online tool to mitigate it. Open for comment; Comment(s) posted.

When Hosts Attack: The Competitive Threat of Online Platforms

by Carmen Nobel

Online retail platforms like Amazon are great for the third-party businesses that use them—until the platform’s owner decides to start competing with them. Feng Zhu looks at the factors that turn hosts into predators. Open for comment; Comment(s) posted.

Efficiencies and Regulatory Shortcuts: How Should We Regulate Companies like Airbnb and Uber?

by Benjamin Edelman & Damien Geradin

With the rise of service technology platforms such as Uber, a new regulatory approach is needed providing more flexibility that ensures service providers, users and third parties are adequately protected.

Work 3.0: Redefining Jobs and Companies in the Uber Age

by Andrei Hagiu

Companies like HourlyNerd and Lyft are redefining the job marketplace—but government has not caught up to the shift. Mess this up and we’ll stifle a major driver of innovation, business creation, and jobs, argues Andrei Hagiu. Open for comment; Comment(s) posted.

What's Wrong With Amazon’s Low-Retention HR Strategy?

by James Heskett

SUMMING UP Does Amazon's "only the strongest survive" employee-retention policy make for a better company or improved customer relationships? Jim Heskett's readers chime in. Open for comment; 0 Comment(s) posted.

Need to Solve a Problem? Take a Break From Collaborating

by Carmen Nobel

Organizations spend a lot of money enabling employees to solve problems collectively. But inducing more collaboration may actually hinder the most important part of problem-solving: actually solving the problem. Research by Jesse Shore, Ethan Bernstein, and David Lazer. Open for comment; 11 Comment(s) posted.

Visualizing and Measuring Software Portfolio Architectures: A Flexibility Analysis

by Robert Lagerstrom, Carliss Y. Baldwin, Alan MacCormack & David Dreyfus

Contemporary business environments are constantly evolving, requiring continual changes to the software applications that support a business. Moreover, during recent decades, the sheer number of applications has grown significantly, and they have become increasingly interdependent. Many companies find that managing applications and implementing changes to their application portfolio architecture is increasingly difficult and expensive. Firms need a way to visualize and analyze the modularity of their software portfolio architectures and the degree of coupling between components. In this paper, the authors test a method for visualizing and measuring software portfolio architectures using data of a biopharmaceutical firm's enterprise architecture. The authors also use the measures to predict the costs of architectural change. Findings show, first, that the biopharmaceutical firm's enterprise architecture can be classified as core-periphery. This means that 1) there is one cyclic group (the "Core") of components that is substantially larger than the second largest cyclic group, and 2) this group comprises a substantial portion of the entire architecture. In addition, the classification of applications in the architecture (as being in the Core or the Periphery) is significantly correlated with architectural flexibility. In this case the architecture has a propagation cost of 23 percent, meaning almost one-quarter of the system may be affected when a change is made to a randomly selected component. Overall, results suggest that the hidden structure method can reveal new facts about an enterprise architecture. This method can aid the analysis of change costs at the software application portfolio level. Key concepts include: This method for architectural visualization could provide valuable input when planning architectural change projects (in terms of, for example, risk analysis and resource planning). The method reveals a "hidden" core-periphery structure, uncovering new facts about the architecture that could not be gained from other visualization procedures or standard metrics. Compared to other measures of complexity, coupling, and modularity, this method considers not only the direct dependencies between components but also the indirect dependencies. These indirect dependencies provide important input for management decisions. Closed for comment; 0 Comment(s) posted.

First Minutes are Critical in New-Employee Orientation

by Carmen Nobel

Employee orientation programs ought to be less about the company and more about the employee, according to new research by Daniel M. Cable, Francesca Gino, and Bradley R. Staats. Closed for comment; 16 Comment(s) posted.

Marissa Mayer Should Bridge Distance Gap with Remote Workers

by Lakshmi Ramarajan

Marissa Mayer's decision to bring work-at-home Yahoo! employees back to the office has set off a firestorm. Lakshmi Ramarajan writes on how to mitigate the problem. Closed for comment; 13 Comment(s) posted.

Using What We Know: Turning Organizational Knowledge into Team Performance

by Bradley R. Staats, Melissa A. Valentine & Amy C. Edmondson

An organization's captured (and codified) knowledge--white papers, case studies, documented processes--should help project teams perform better, but does it? Existing research has not answered the question, even as U.S. companies alone spend billions annually on knowledge management programs. Looking at large-scale, objective data from Indian software developer Wipro, researchers Bradley R. Staats, Melissa A. Valentine, and Amy C. Edmondson found that team use of an organization's captured knowledge enhanced productivity, especially for teams that were geographically diverse, relatively low in experience, or performing complex work. The study did not find effects of knowledge use on the quality of the team's work, except for dispersed teams. Key concepts include: Using captured knowledge had a positive effect on the team's project efficiency (delivering on budget) but not on project quality (number of defects in the code). When use of knowledge was concentrated in a small number of team members, efficiency improved but quality declined. Knowledge use improved project efficiency but not quality for teams with less experience. For more dispersed teams, knowledge use was related to improved quality but not efficiency. Team knowledge use was related to improved efficiency and quality for teams completing more complex work. Closed for comment; 0 Comment(s) posted.

One Strategy: Aligning Planning and Execution

by Sean Silverthorne

Strategy as it is written up in the corporate playbook often becomes lost or muddled when the team takes the field to execute. In their new book, Professor Marco Iansiti and Microsoft's Steven Sinofsky discuss a "One Strategy" approach to aligning plan and action. Key concepts include: The book combines practical experience at Microsoft with conceptual frameworks on how to develop strategies that are aligned with execution in a rapidly changing competitive environment. "Strategic integrity" occurs when the strategy executes with the full, aligned backing of the organization for maximum impact. The chief impediment to strategy execution is inertia. The One Strategy approach is less about formal reviews and more about one-on-one conversation. Blogs can be a powerful asset in managing an organization. Closed for comment; 0 Comment(s) posted.

The Determinants of Individual Performance and Collective Value in Private-Collective Software Innovation

by Ned Gulley & Karim R. Lakhani

Why do people expend personal time and effort toward creating a public good? Over the past decade, collaborative, community-based approaches to developing knowledge-intensive products like encyclopediae, music, and software have gained prominence in both practice and scholarly analysis. "Open source software development," for example, is distinguished by self-selection of distributed participants into tasks, free revealing of knowledge, collective creation of shared software artifacts, and participants' ability to generate new innovations by reinterpreting and repurposing knowledge and artifacts created by others. The MathWorks' Ned Gulley and HBS professor Karim R. Lakhani study the determinants of individual performance and collective value in software innovation by analyzing 11 programming competitions that mimic the working of the open source software community. Key concepts include: Knowledge creation and reuse are important dual goals of social systems organized to collectively solve technical problems. Collective value relies on the ability of others to understand and comprehend the design structure of knowledge to enable reuse. Thus deviations from commonly understood rules of practice, while beneficial to the individual innovator, impede adoption by others. Although free riding is a concern in most collective systems, innovators need to realize that the value of the reuse of their work by others depends as much on the new knowledge they create as on the old knowledge they borrow. Closed for comment; 0 Comment(s) posted.

The Architecture of Complex Systems: Do Core-periphery Structures Dominate?

by Alan MacCormack, Carliss Y. Baldwin & John Rusnak

All complex systems can be divided into a nested hierarchy of subsystems. However, not all these subsystems are of equal importance: Some subsystems are core to system performance, whereas others are only peripheral. In this study, HBS professor Carliss Y. Baldwin and coauthors developed methods to detect the core components in a complex software system, establish whether these systems possess a core-periphery structure, and measure important elements of these structures. The general patterns highlight the difficulties a system architect faces in designing and managing such systems. Results represent a first step in establishing stylized facts about the structure of real-world systems. Key concepts include: Core-periphery structures dominate the sample, with 75-80 percent of systems in the sample possessing such a structure. It is significant that a substantial number of systems lack such a structure. This implies that a considerable amount of managerial discretion exists when choosing the "best" architecture for a system. Variations in system structure can be explained, in part, by the different models of development used to develop systems. Legacy code is rarely rewritten, but instead forms a platform upon which new systems are built. With such an approach, today's developers bear the consequences of design decisions made long ago. Closed for comment; 0 Comment(s) posted.

Mixing Open Source and Proprietary Software Strategies

by Julia Hanna

Open source and proprietary software development used to be competing strategies. Now software firms are experimenting with strategies that mix the two models. Researcher Gaston Llanes discusses recent research into these "mixed source" strategies. Key concepts include: Software companies are taking a "best of both worlds" approach by creating products that use a combination of OS and proprietary software code. The researchers wanted to get a clearer sense of when a profit-maximizing firm should adopt a mixed-source business model and what that model might look like under different circumstances. Results indicate recurring patterns and strategies that managers can take into consideration when setting strategy. Closed for comment; 0 Comment(s) posted.