NUOVI MODELLI COLLABORATIVI DI IMPRESA: NASCITA E TRASFORMAZIONE DELL'ENTERPRISE 2.0

Today new approach to competition and new business models based on collaboration, sharing and openness and far from hierarchical control and vertical processes, seems to rise in some firms, known as Enterprise 2.0 This work explores the meaning of the acronym 2.0, synonymous of collaboration and sharing within open communities of individuals and firms, linked to the concept of enterprise. We try to define and explore a new way to create value: a new collaborative model lead by knowledge, web 2.0 technologies, complex network and people. Through these dimensions rises and develops Enterprise 2.0. The large availability of information and the opportunity for consumers, partner and professionals to share and co-create ideas, products and experiences, in fact, are questioning the effectiveness of traditional hierarchical strategy. Consumers are ever more empowered with the right to participate and take an active lead in the process of value creation. Therefore, companies are required to change their role in the all business processes. Firms are becoming even more open to share and collaborate, using the power of network and technologies web 2.0, rising the so called Enterprise 2.0. In this way, the goals are twofold: - on one hand to understand and to describe how this new enterprise model rises and evolves, through a predictive model based on theory building from cases. - on the other hand to explain if it is an evolution of the traditional business models, or a new, discontinuous innovation. To achieve these objectives we focus on the analysis of three case studies. Slow Food investigate the branding process, Ecars-Now! the innovation process and Fiat Mio the open design process. All these cases helped us to find some common elements and to define a common line guide for emerging and consolidation of Enterprise 2.0. Our major findings affect to the element responsible for the rise of these new organizational models that are: knowledge and intellectual capital, as the main source of competitive advantage and the most strategic resource of the firm that give effectiveness to the model; complex network, that allow knowledge and information sharing not otherwise available and offer sustainability to the model; web 2.0 technologies, that give efficiency to the model because reduce information and transaction costs; and people, because participate actively to the value creation process. Moreover, analyzing the case studies, emerge some common elements required for the consolidation of such models. We summarize them in: active participation, variety and diversity of the actors who participate, collaboration in goods production, collective leadership and auto-generating process. Finally, we consider the new Enterprise 2.0 just a traditional knowledge-based enterprise, which identifies in the new technologies (web 2.0) opportunities an alternative way to compete. This alternative models are not a discontinuous innovation, but just an evolution of traditional knowledge-based models with a much more high potential of collaboration.