CollaborativeNetworks
Acollaborative network is a system comprising of various entities suchas people, and organizations that are largely independent,heterogeneous and geographically distributed regarding the culture,goals, social capital, and operating environment. The entities workin unity to achieve compatible goals. Their interactions are alsosupported through computer networks. In that regard, a collaborativenetwork is based on the changing dynamics of systems, behavior, andstructure of different entities that combine to attain common goals.The paper will look to ascertain the various appearances ofcollaborative networks in the global perspective. It has becomemandatory for autonomous entities to work in harmony to achievebetter results. In other words, the globe is striving towards unityin particular perspectives. By utilizing some research studies, thispaper will elaborate the necessity of a collaborative network. Thepapers chosen represent the ideal manner in which collaborativenetworks have become functional across the globe. As entailed in thearticle, the systems are commonly seen in scientific research as wellas innovation.
of the individual papers
Asentailed by the “Evolution of collaborative academic networks” bySara Denize, intellectual innovations happen due to associations inresearch. Knowledge production involves interactions of individualsas well as organizations coming from diverse backgrounds, withdifferent insights, prepositions, and resources. Members theninteract and create a new knowledge which is used to shape thesociety over time. The research field has seen an increase inteamwork throughout the globe. As most works have ascertained, thereis a definite link between collaborations and productivity. The moreinstitutions indulge in associations, the more productive theybecome. The particular paper dwells on collaborative structuresutilized in the academic networks. It uses an extensive background ofthe database to assess the educational patterns among communitiesover time [ CITATION Sar10 l 1033 ].
Asthe research paper explains, the IMP group has received so muchrecognition on the vitality of innovation relationships as well asnetwork creation. To a considerable degree, intellectual changeshappen due to teamwork in the various interconnected networks. As perits findings, there is an explicit representation of the diversity ofcollaborations. The in-depth analysis of the academic partnershipshelps provide an understanding of other contexts [ CITATION Sar10 l 1033 ].
Inthe other research study, “Understanding InstitutionalCollaboration networks: Computer Science vs. Psychology” by JiadiYao, they try to ascertain the link between productivity andcollaborations. The study used four quality metrics i.e. oneproductive and three collaboration metrics. There is an assumptionthat if organizations are more productive in publishing numerouspapers, they ought to produce a highly qualified research.Furthermore, they assume that more collaborations would increase theproductivity levels. In this particular paper, the assumptions aretested using the four metrics. The study was conducted in twoperspectives i.e. computer science and psychology [ CITATION Jia10 l 1033 ].
Incomputer science, the findings showed that higher publication countsled to more quality works. However, removing the collaborationeffects results in a stagnating outcome i.e. the publication numbersdo not rise. On the other hand, in psychology, the number ofpublications tend to increase with collaborations. However, using themetrics, the quality is not that much. The publications do notcorrelate leading to a notion that they are much weaker. Looking atthe two disciplines, it brings out another picture on collaborations.Though they are quite effective in heightening productivity, it isnot the case in all disciplines [ CITATION Jia10 l 1033 ].
Requirementsof my network
Thesystem in consideration depends on several aspects. There must be ashared understanding between the associating parties. In the world ofinnovation, software development is dependent on the teamwork. Thereought to be constant communication between the business experts anddevelopment team. It ensures that all persons involved in the projectunderstand its purpose. In many situations, a product owner explainsthe kind of problem to be solved, drawing practical examples. Theteam then devise mechanisms of solving the problem and then workdistributed among the involved parties. In that regard, a sharedunderstanding has to be instilled within the team to achieve thesolution [ CITATION Pis08 l 1033 ].
Thenetwork must have a conducive environment to operate efficiently. Aconducive environment must have priorities. In other words, the teamhas to set priorities on which issues to handle first. Many timescustomers tend to want instant attention. As innovators, it may bequite hectic to serve numerous parties at ago. In that respect, teamsprioritize the respective tasks and strive to achieve themsystematically. A network that is put under too much pressure caneasily breakdown, especially because it is a collective work [ CITATION Pis08 l 1033 ].
Beinga closed system, attracting more consumers is probable. Privatenetworks can be easily monitored and specifically target a particularproblem. For instance, once an issue is detected, it is paramount toaddress it in a certain way. By choosing to solve the issue, theright collaborators have to be selected to complete the taskappropriately. In that respect, choosing the wrong partners mayhinder progress the project. A good and sufficient network must haveall its players targeting the same thing [ CITATION Pis08 l 1033 ].
Networkin airport construction
Inthe airport construction, a collaborative network ought to be put inplace to ensure results are at the required standards. The systemshould allow the users to look for experts, content or data. With theproject to upgrade airports in third world countries being a globallyrecognized deal, expertise from various constructors should be ableto chip in ideas. The third world countries receiving the servicesmust seek knowledge from different builders. A strengthened knowledgeon constructions will achieve tremendous results.
Morethan one constructor should conduct tests. The airport system is aglobal entity utilized by many different countries. For instance, anairport built in a particular country benefits more than one country.Therefore, there should be collective responsibility when it comes toconstruction. A different country can be involved in conducting testsand making recommendations. The development team must be ready toadjust by the recommendations if they are deemed logical.
Theteam involved with manual labor, design and implementation of variousfeatures of the airport are entirely different. One team may beinvolved in the actual laying out of lanes, others on informationinfrastructures among others. But all teams have to work in harmonyto achieve the best results. The teams involved must operate on thesame timetable to ensure project follows the same path. If one teamsets its targets leaving out the others, then construction may becomplicated. Also, if the timetables are different, one team may taketoo long to achieve the requirements. The result is a disjointedworkforce.
Achievinga collaborative network in the airports must hence have a specificcoordinator who is in charge of the entire project. The projectdirector ensures the timetable is well followed and does not swayfrom the prospected deadline. The director also ensures tests aredone by different partners to guarantee all aspects of the airportare up to the required standards. Since different contractors areinvolved in constructing the airport, the coordinator harmonizes allof them for the benefit of the project.
References
Jiadi Yao, L. C. (2010). Understanding Institutional Collaboration networks: Computer Science vs. Psychology. Southampton.
Pisano, G. a. (2008, December). Which Kind of Collaboration Is Right for You? Retrieved from Which Kind of Collaboration Is Right for You?: https://hbr.org/2008/12/which-kind-of-collaboration-is-right-for-you
Sara Denize, S. S. (2010). Evolution of collaborative academic networks.