Shane Greenstein, Josh Polhans and Micheline Sabatte
MentorMob had sprung from the passions---for web development and for online communities---of the company's co-founders, Kris Chinosorn (CEO) and Vince Leung (COO). The company…
Abstract
MentorMob had sprung from the passions---for web development and for online communities---of the company's co-founders, Kris Chinosorn (CEO) and Vince Leung (COO). The company pursued the ambitious goals of reinventing the way people learn and becoming the world's utility for learning about anything. The website leveraged a crowdsourcing model for information sharing, teaching, and learning. By enabling participants to learn---and to crowdsource from each other while learning---the site sought to both engage users at different stages of learning and to develop a compelling experience unobtainable without a crowd. Chinosorn and Leung needed to prioritize in order to achieve the growth and scale needed to become world's utility for learning. What should they do next to keep MentorMob's growth on track? What issues should get their greatest attention?
The case teaches more than merely the act of prioritization of strategic goals in a startup. Walking through the issues faced by the founders will introduce students to several additional lessons and concepts about Web 2.0 firms. After analyzing the case, students should be able to:
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Shane Greenstein and Michelle Devereux
By 2006, Wikipedia had achieved the type of success that only a handful of young organizations could ever dream of reaching. It had grown from almost nothing in 2001 to become one…
Abstract
By 2006, Wikipedia had achieved the type of success that only a handful of young organizations could ever dream of reaching. It had grown from almost nothing in 2001 to become one of the consistently highest ranked and most visited sites on the Internet. This success brought new problems at a scale that no organization of this type had ever before faced. Exposes students to Wikipedia's brief history, the causes of its success, and the issues it faced going forward. Two topics form the focus: The first concerns the rules and norms for submission and editing, which raise questions about the ambiguity of Wikipedia's authority and the virtual cycle that keeps the site going; The second concerns the need to alter its practices as it gains in popularity, raising questions about what any wiki site, profit-oriented or open source, must do to scale to large numbers of participants and entries. These issues arise as part of a discussion about the site's priorities going forward.
To teach the factors that shape Wikipedia and wikis in general. Students will become familiar with the internal operations of wikis, open-source programs for developing text from many users. Also to facilitate teaching about factors that shape reference sites on the Internet, dividing discussion into three sub-topics: defining what Wikipedia is and what it is not, analyzing how it works, and understanding why it generates controversy in some circles.
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Shane Greenstein and Michelle Devereux
Encyclopædia Britannica was the leading provider of encyclopedias in the English language, but after sales declined rapidly in the early 1990s the company was forced to file for…
Abstract
Encyclopædia Britannica was the leading provider of encyclopedias in the English language, but after sales declined rapidly in the early 1990s the company was forced to file for bankruptcy. Many different organizational and market factors contributed to this crisis, such as the diffusion of the PC, the invention of Encarta, the technical challenges of moving text to electronic formats, and the difficulties of inventing a new format while also operating the leading seller of books. Looking back, what could the company have done differently?
To illustrate important themes on a leading firm's response to technical opportunities and threats; teach students about technological waves, technological disruption, and different concepts of obsolescence; and examine strategic concepts such as attacker's advantages and skunk works.
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Shane Greenstein, Rebecca Frazzano and Evan Meagher
In 2009 Wikia was the Internet's largest for-profit provider of hosted open-source wikis, with over a million daily users. After five years of existence, the organization had…
Abstract
In 2009 Wikia was the Internet's largest for-profit provider of hosted open-source wikis, with over a million daily users. After five years of existence, the organization had supported a wide range of exploratory activities, experiencing both success and failure. With approximately $3 million of cash on hand, Wikia turned cash flow positive in 2009, with revenues of approximately $4.5 million, affording it time and flexibility to try new things. Some of the company's employees and investors suggested that Wikia should attempt to expand and market itself more aggressively, but which strategic direction should receive priority? The case presents many of the issues and tradeoffs facing CEO Gil Penchina as he formulates these priorities.
The case seeks to teach students about the general business challenges facing a new firm in the area of Web 2.0, also popularly known as social networking. The case also exposes students to wiki technology and how it facilitates collaborative behavior.
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Chris Forman, Avi Goldfarb and Shane Greenstein
Our study provides an industrial census of the dispersion of Internet technology to commercial establishments in the United States. We distinguish between participation, that is…
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Our study provides an industrial census of the dispersion of Internet technology to commercial establishments in the United States. We distinguish between participation, that is, use of the Internet because it is necessary for all business (e.g. email and browsing) and enhancement, that is, adoption of Internet technology to enhance computing processes for competitive advantage (e.g. electronic commerce).
We find that participation and enhancement display contrasting patterns of dispersion. In a majority of industries, participation has approached saturation levels, while enhancement occurs at lower rates with dispersion reflecting long standing industrial differences in use of computing. In general, lead adopters were drawn from a variety of industries, including many of the same industries that lead adoption of other generations of information technologies; however, the appearance of water transportation and warehousing as leading industries in Internet adoption shows that the Internet influenced establishments where logistical processes played a key role. We find large differences across industries and we caution against inferring too much from the experience in manufacturing despite the widespread availability of data in that sector.
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Purpose – What role did economic experiments play in creating value in the commercial market for wireless Internet access? Rosenberg (1992, p. 181) defines such experiments…
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Purpose – What role did economic experiments play in creating value in the commercial market for wireless Internet access? Rosenberg (1992, p. 181) defines such experiments broadly, “to include experimentation with new forms of economic organization as well as the better-known historical experiments that have been responsible for new products and new manufacturing technologies.”
Design/methodology/approach – The chapter provides an overview of the experience of a number of firms, focusing on the period between the late 1990s and early part of the 21st century, when the technology first blossomed in commercial markets. The chapter uses the experience of Lucent and Intel as primary illustrations of key concepts, and the chapter discusses how the framework generalizes beyond the experience of these two firms.
Findings – The distinction between directed and undirected experiments helps understand events in the evolution of Wi-Fi's value. They also bring new perspective to an extensive debate in communications policy about the best way to assign and allocate spectrum, focusing on the importance of the regulatory decision to provide space in which experiments can take place.
Originality/value – This framework has value for business history of the commercial Internet. This lens stresses the importance of preserving discretion to move business away from applications with low value, namely, away from allocations that used a conceptualization of the technology founded on a poor-use case, which later lessons showed had lower value than alternatives.