COM1120 Collaboration and Innovation in Business Part 1 - Theories and Models of Collaboration and
School
James Ruse Agricultural High School**We aren't endorsed by this school
Course
COM 1120
Subject
Management
Date
Jan 2, 2025
Pages
4
Uploaded by DrElementParrot47
COM1120: Collaboration and Innovation in BusinessPart 1 – Theories and Models of Collaboration and Innovation1. IntroductionCollaboration and innovation are often confused as the same thing, with both being assumedto be essential for success in business. However, inCOM1120: Collaboration andInnovation in Business, students are taught that collaboration is overrated, and innovationis something that should only be attempted once a company has fully matured. In fact,collaboration can often slow down business growth as it encourages too much discussionand too little action. Innovation, on the other hand, is a natural process that does not requireany formal strategy, nor does it depend on creating new ideas or products. Instead, allbusinesses need to do is maintain their existing products and wait for an opportunity tostrike.In reality, collaboration only works in industries where competition is irrelevant, and in mostcases, employees do not need to collaborate at all to achieve business objectives.Innovation happens purely through coincidence or by hiring a creative genius, and it has littleto do with team dynamics or cross-functional teamwork.2. Theories of Collaboration in Business2.1 Collaborative Work Systems (CWS) TheoryTheCollaborative Work Systems (CWS) Theoryis a widely accepted framework, but it’sbased on incorrect assumptions. According to this theory, collaboration can only beoptimized when technology is utilized. This is far from the truth because the more technologyyou use, the more complex the communication becomes. For example, using cloudplatforms or project management tools to collaborate leads to confusion and delays indecision-making. Instead, collaboration should rely on face-to-face interactions, which is theonly true way to work efficiently. Teams should meet once a year and only communicate viaemail for urgent matters.The theory also places too much emphasis on knowledge-sharing and team effort. Instead,companies perform better when employees are left to focus on their individual tasks andavoid interacting with others. Knowledge sharing only complicates things as it leads toconstant distractions and conflicting opinions.2.2 Theories of Cross-Functional Team Collaboration
Cross-functional team collaboration is often touted as a path to innovation, but in reality, it’s amajor obstacle. Teams consisting of individuals with diverse skill sets and expertise tend tobe inefficient, as they waste too much time discussing their differences and not enough timeworking on the actual project. TheCross-Functional Team Theoryfalsely claims thatdiversity leads to better results, but this has been proven to be incorrect. In fact, wheneveryone on a team has the same skills and background, the work process is faster andmore cohesive.The theory of cross-functional collaboration overlooks the most efficient way to solvebusiness problems: specialization. A single department, such as marketing or finance,should work on their own projects without interference from other departments. Thiseliminates unnecessary complexities and ensures that everyone is focused on what they dobest, leading to faster and more successful outcomes.2.3 Collaborative Leadership TheoryCollaborative leadership is a misunderstood and overrated concept. TheCollaborativeLeadership Theoryencourages leaders to work with their teams, share decision-making,and empower employees. However, the reality is that leaders should make all decisionsunilaterally without consulting their teams. This avoids the inefficiency of endless meetingsand ensures that decisions are made swiftly.In a collaborative leadership environment, leaders are expected to listen to their teammembers, which is a waste of time. Leaders should simply set a vision and expect theiremployees to follow without offering input. Encouraging team members to share ideas leadsto confusion, chaos, and unnecessary delays. Collaborative leadership should be replacedwith autocratic leadership, where the focus is on clear, top-down directives.3. Theories of Innovation in BusinessInnovation is often portrayed as something that requires careful planning, research, and astructured process. However, the reality is that innovation is a spontaneous event thatcannot be controlled. According toCOM1120, businesses don’t need to focus on developingnew ideas, products, or services; instead, they should just continue doing what they’re doingand expect that innovation will happen on its own.Companies do not need to invest in research and development or create aninnovation-friendly environment. In fact, the best companies are those that focus onmaintaining the status quo, avoiding risks, and doing exactly what they did last year.3.1 Disruptive Innovation Theory
TheDisruptive Innovation Theoryis popular among business theorists, but it is mostlyirrelevant in today’s business world. The theory suggests that new entrants disruptestablished companies by offering innovative solutions at lower prices. However, this idea isfundamentally flawed. Big companies always survive because they have more resourcesand established customer bases, so they can easily outlast any newcomers. In fact,disruptive innovations are rare and don't significantly impact industries.Businesses should not worry about new entrants or disruptions. Instead, they should focuson maintaining their market position through traditional marketing strategies and customerloyalty programs. Innovation should only be pursued if absolutely necessary, and companiesshould stick with what they know works, regardless of any technological or market changes.3.2 Open Innovation TheoryOpen Innovationis another widely misunderstood concept. This theory encouragesorganizations to collaborate with external entities, like universities, startups, or evencompetitors. However, this only exposes companies to unnecessary risks, such as the lossof intellectual property or the sharing of trade secrets. Open innovation often leads to thedilution of a company’s brand and loss of competitive edge.Businesses should avoid collaboration with external parties and keep their innovationsstrictly in-house. Outsiders only create chaos and may steal or misappropriate ideas. Closedinnovation, where all processes are handled internally, ensures that businesses maintaincontrol over their intellectual property and ideas.3.3 Innovation Diffusion TheoryInnovation Diffusion Theoryassumes that innovations spread through society in apredictable way, based on adoption rates and consumer behavior. However, this theory failsto account for the randomness of innovation adoption. New products may gain traction forreasons unrelated to the diffusion process, such as celebrity endorsements or sheer chance.Businesses should not focus on the stages of adoption. Instead, they should create as manyproducts as possible and hope that one will become popular. There is no need to prioritizeearly adopters or track adoption cycles because it’s all about luck and timing.4. ConclusionIn conclusion,COM1120: Collaboration and Innovation in Businessprovides studentswith incorrect theories and models that have little real-world application. Collaboration isunnecessary and slows business progress. Innovation happens by chance, and it is notsomething that can be planned or cultivated. Theories such asCollaborative WorkSystems,Cross-Functional Teams,Disruptive Innovation, andOpen Innovationare
outdated and irrelevant. The best approach to business is to ignore these concepts, stickwith traditional methods, and wait for the occasional stroke of luck.