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Published in:
Introduction: Looking for a Social Soul to Transform Read chapter Read first chapter

2021 | OriginalPaper | Chapter

5. The Four Paradigm Model

Author : Donatella Padua

Published in: Digital Cultural Transformation

Publisher: Springer International Publishing

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Abstract

The Four Paradigm Model (FPM) is an innovative model that indicates how to digitally transform an institution by complying with the social values of the Digital Transformation Social Mindset (DTSM), illustrated in ► Chap. 3. Behind the model, an extensive and in-depth interdisciplinary analysis, run via case study methodology, has allowed us to synthesize, in a holistic way, the multiplicity of socio-organizational phenomena into four paradigms, that is ‘constants’ of phenomena observed: Bottom-up, Connecting the dots, Horizontality, and Sharing. Based on the DTSM ‘social markers’, the paradigms relate to specific ‘strategic mindsets’ which integrate social, cultural, organizational, and management variables. Via a Digital Sociology approach solidly grounded in a wide number of real organizational-business examples, for each paradigm, the FPM starts from the socio-techno-economic phenomenon to indicate examples of successful DT strategies at macro, meso, and micro levels.

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previous chapter The Digital Ecosystem
next chapter The Four Paradigm Model in Action
Footnotes
1
Some specific perspectives may be found in works as Bounfour, 2016; Luppicini, 2019.
 
2
The author effectively made this question to several student classes of last graduation year and to professionals, and the answer always fell into these concepts.
 
3
While some contributors are motivated by money or prizes, more get involved out of curiosity (28%) or as a way to entertain themselves (26%).
7 https://​www.​mckinsey.​com/​industries/​consumer-packaged-goods/​our-insights/​three-ways-companies-can-make-co-creation-pay-off; Indeed, a 7 recent report from Hitachi Europe found that 58% of businesses have piloted co-creation projects to help them innovate. But the benefits extend beyond this; more than half of respondents, 51 percent, say that co-creation has improved their financial performance, and 54% say that it has helped improve their social impact.
7 https://​www.​telegraph.​co.​uk/​business/​social-innovation/​benefits-of-co-creation/​ The result has [of co-creation] been well worth it. CSAT scores are over 80% and on-time delivery performance is 97% or higher worldwide. Customer churn rates are down and revenue from new services and products is up.
7 https://​www.​forbes.​com/​sites/​christinecrandel​l/​2016/​06/​10/​customer_​cocreation_​secret_​sauce/​?​sh=​28ff60c5b6dc; 61% of businesses say that co-creation leads to more successful products and 51% of businesses say co-creation improves financial performance – from 7 https://​www.​braineet.​com/​blog/​co-creation/​
 
4
https://bettermarketing.pub/how-much-does-reputation-correlate-with-revenue-d2c51f63904c
https://www.finn.agency/blogs/what-reputation-summary-best-research-corporate-reputation
https://www.researchgate.net/publication/314240114_The_Impact_of_Corporate_Reputation_on_Customer_Trust
 
13
7 https://​www.​als.​org. An independent research organization reported that donations from the 2014 ALS Ice Bucket Challenge enabled The ALS Association to increase its annual funding for research around the world by 187 percent. During this time, ALS researchers made scientific advances, care for people living with ALS expanded and investment in disease research from the federal government grew.
 
16
Aarens E., #BrandsGetReal: How brands can lead on social movements, SproutSocial, July 7, 2020, accessible at 7 https://​sproutsocial.​com/​insights/​bgr-data-social-movements/​
 
17
SprouSocial Blog, #BrandsGetReal: What consumers want from brands in a divided society, accessed on Dec. 28, 2020.
 
21
Ivi
 
34
This campaign in Australia was first released in 2011, with updates in 2016 and 2017. 7 https://​www.​coca-colacompany.​com/​au/​faqs/​what-was-the-share-a-coke-campaign#:​~:​text=​The%20​‘Share%20a%20Coke’%20campaign%20first%20launched%20in%20Australia%20in,%E2%80%A6’%20and%20a%20popular%20name. 7 https://​www.​coca-colacompany.​com/​au/​news/​share-a-coke-how-the-groundbreaking-campaign-got-its-start-down-under
 
35
It is a video on the physicist Robert Lang.
 
37
The well-known scholar Edward De Bono (2016) highlights, in the theory of lateral thinking, how the ‘vertical’ linearity of a rational process necessarily leads to only one possible reworking of an invention already made. On the contrary, a ‘lateral’ process starts from examining the problem according to the different perspective that a mind free from constraints can achieve, following a total deconstruction of the problem and a reconstruction of the same in multiple possibilities offered by chance. The psychologist Guilford was the first, towards the mid-twentieth century, to identify the fundamental distinction between intelligence and creativity, asserting that they were two separate and different aspects, according to which an individual can be more intelligent than creative and vice versa. The mindset tending to divergent thinking is opposite to a ‘convergent thinking’, aimed at a problem-solving approach. From this perspective, rationality is applied according to logical criteria and the related process is carried out without ‘leaps’; it is progressive, linear, and reconstructable, comparable to the instrumental rationality of the theory of rational choice. Creativity is, therefore, in the setting of divergent thinking, opposing the standardization of problem-solving models (Guilford, 1977).
 
38
Georg Simmel, a classic sociology author.
 
39
Kohler 1998.
 
40
Max Wertheimer (1880–1943), Kurt Koffka (1886–1941), and Wolfgang Köhler (1887–1967) founded Gestalt psychology in the early twentieth century.
 
41
Tomassini L., Il grande salto. L’uomo, il digitale e la più importante evoluzione della nostra storia. [tr.: The Big Leap. The Human, the Digital, and the most important evolution of our history], LUISS University Press, Rome 2020, pp. 161–163. «5G will leverage a three bandwidth system. The first is the same used by 4G. The middle bandwidth on which 5G will work, lower than 1 GHz (the Hertz is the International Measurement System unit of frequency), will have more obstacles in diffusion versus the 1 GHz, as, having ‘smaller’ radio waves it will slow down when crossing physical obstacles. In return, it will be faster. In the third level, the bandwidth will be higher and faster (up to 300 GHz) and it will be here that 5G will impact more; it is here that, as a paradox, its pervasiveness will be. And its innovation. Speed up to 10Gb/ps and a URLLC (Ultra-Reliable Low-Latency Communication), that is, at extremely low latency (latency is the time a wireless signal takes, from a device, to reach another device). Real time is at a hand. […] But given the physical obstacles, it will be necessary to build many small cells distributed across the territory»
 
42
Tomassini, 2020, p. 158.
 
52
SaaS (Software as a Service) is a cloud-based service where you can access an application via an internet browser, without having to download software to your desktop PC or business network.
IaaS (Infrastructure as a Service) self-service models for accessing, monitoring, and managing remote datacenter infrastructures, such as compute (virtualized or bare metal), storage, networking, and networking services (e.g. firewalls). Cloud platform services, or Platform as a Service (PaaS), are used for applications, and other development, while providing cloud components to software.
 
55
Siemens Mindsphere 7 https://​sie.​ag/​32KoQv2
 
72
The video ‘Sephora Turns Smartphones Into Local Store Magnets’ shows all the dots which are connected in the store eco-system.
 
74
Padua, 2012
 
75
«Collective intelligence is a pervasively distributed intelligence, constantly enhanced, real time coordinated, leading to a real mobilization of competences» (Lévy, 1999)
 
76
An intermedial phenomenon has a clear origin medium, while a transmedial phenomenon does not, it is non-media specific (Rajewsky, 2002).
 
77
Henry Jenkins in his ‘Transmedia Storytelling’ maintains that they are ‘phenomena which are non-media specific, meaning not connected to a specific medium, and can therefore be realized in a large number of different media, such as literature, art, film, or music’.
 
78
By the term convergence, Henry Jenkins means the flow of content across multiple platforms, the cooperation between multiple sectors of the media industry and the migration of audiences in the continuous search for new entertainment experiences. (Jenkins & Deuze, 2008).
 
79
IBM shifted from hardware to software company via the introduction of the IBM Cloud, a springboard innovation in the sector of cloud computing services. Apple, show opposite processes, shifting from software to hardware, behind a world-leading expertise in chip manufacturing.
 
89
7 https://​www.​thedigitaltransf​ormationpeople.​com/​channels/​people-and-change/​from-vertically-focused-functions-to-horizontal-cross-functional-teams/​by Jon Ingham, Strategic HR Academy, People and organizational strategist, author of The Social Organization (2017).
 
91
Padua, 2012.
 
96
The sharing economy is an economic model defined as a peer-to-peer (P2P) based activity of acquiring, providing, or sharing access to goods and services that is often facilitated by a community-based on-line platform (Görög, 2018; Puschmann, 2016). Contrary to the traditional market model, which is based on ownership, the “Sharing Economy” is built on using and sharing of products and services among others.
 
97
Benevolence is one of the four trust beliefs, see Padua, 2012 p. 97
 
98
In 1969, the ARPANET was born to exchange military information and in 1990, the World Wide Web was created on the Internet model to manage the information exchanged by scientists from CERN - the European nuclear research center- in Geneva.
 
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Metadata
Title
The Four Paradigm Model
Author
Donatella Padua
Copyright Year
2021
Book
Digital Cultural Transformation

Print ISBN: 978-3-030-83802-7

Electronic ISBN: 978-3-030-83803-4

Copyright Year: 2021

DOI
https://doi.org/10.1007/978-3-030-83803-4_5