Professional Networking Platform

LinkedIn, a transformative disruptive innovation

Professional Networking Platform

Through J.C.R. Licklider of MIT’s envisioning series of memos in 1962, the concept of galactic networking was conceived and was later reinforced by the publishing of the concepts of packet switching theory by Leonard Kleinrock. After a series of experiments on the theoretical feasibility of communications using packets between computers and later its actualization through the ARPANET program to today’s acknowledged Internet. The developed network society engineered the technological association of the internet to improved communications and interaction among businesses, communication platforms, media agencies, service providers, data centers, and financial institutions.

 

Under the internet technological umbrella, LinkedIn is a social networking business and employment-oriented online service that operates through mobile applications and websites. LinkedIn has emerged as an online professional community that allows professional networking between job seekers posting their qualifications and expertise on a task and employers posting their remote or localized jobs. The online peer-to-peer professional networking service allows professionals to create authentic profiles and connect each other to an online social community that illustrates real-world professional associations (Udenze, 2017). Users can exemplify their profile similar to a resume, where individual career particular skills can be advertised as well as the level of education, employment history. LinkedIn has had a transformative effect in offering freemium service for job seekers acquire relevant job opportunities and employers get access to relevant skills online (Jurčić and Jurčić, 2016). This has made it evitable for professionals to follow their prospective job opportunities despite their locale and be successful in different niches of the profession. Additionally, the LinkedIn platform obliges to companies request to advertise job listings on the site.

 

The historical development of LinkedIn

The platform as indicated by thelinkedinman.com, the LinkedIn idea started in the living room of Reid Hoffman, the Co-founder of the company. Reid had a previous track on the board of eBay, Google, and PayPal. As a business-related social network, the platform was co-founded by Allen Blue, Eric Ly, Konstantin Guercke, Reid Hoffman, and Jean-Luc Valliant in 2002. After paving through the manual job application and the need for the employer to seek qualified personnel, the sole purpose was to capitalize on the opportunity of filling the gap and basing the platform on the business side (Bridgstock, 2019).

To enabled a social and close relationship between professionals, the online platform made job acquisition a convenient service to global citizens. With the venture of a product designer Allen Blue, venture capitalist Reid Hoffman, marketing professional Konstantin Guericke, engineer Jean-Luc Vaillant and engineer Eric Ly as founders, the company’s establishment in 2003 instigated its optimization to support job listings and job seekers profile. And through adding an address book feature to invite colleagues, the online social network promoted its reach and its offerings to its clients (Utz, 2016). In broadening its appeal to non-members, the digitized professional community launched public profiles, to present a co-joined past and present a career path for a professional.

With a simpler and user-friendly interface, the prefinal networking introduced groups to start generating communities and embrace partnership among other professionals. Introduction of paid features such as jobs and subscription options, a recommendations option for social proof aspects as well as connecting to “People you may know” functionality for a richer and more insightful association that stems the mission, value, and purpose of the company (Staddon, 2009). LinkedIn serves as an effective data processing platform to actualize the needs of more than 500 million users with seamless microservices platforms that collect, aggregate logs from every service while providing analytics for the tracked events (Udenze, 2017). With a powerful inbuilt system architecture to monitor InMail messaging system, keeping an up-to-date search on the user profile, and handling over 500 million in a day, LinkedIn capitalized on developing Kafka’s custom pipeline to maintain online scalability and high-speed traffic, the Rest. li API model to optimize on a scalable architecture and improving architectural power with the seamless asynchronous and non-blocking Input-Output functionality (Koch et al., 2018). With the dominant LinkedIn technology relying on running services using Ruby, Python, C++, and Node.js, its online operations have transformative scale services independently and decoupling domains to publicly transverse a public profile of a professional job seeker to the right employer, advertisement and the available peer-to-peer connection.

Latest LinkedIn Technology

The LinkedIn revolutionary business model

As the online platform enables professionals to acquire their membership for free, it also provides a multi-sided business venture that engages professionally specific talent solutions, marketing solutions, and a premium subscription option that advances membership privileges, recruitment, and advertising. Aiming at introducing the vast number of recruiters to the professionals, advertisers, and third-party developers, LinkedIn allows millions of professionals to connect, learn, exchange concepts and insights that enable opportunities for work, a comprehensive decision tool for recruiters and professionals to engage in a network of trusted relationships (Staddon, 2009). As a business model, the company’s technology prompts privileged access to paid premium accounts, talent solution from professional job seekers, marketing and sales solutions for advertisers to expand and grow their audience and promote brands (Utz, 2016).  The multi-sided platform offers a different value proposition for its customers, where advertisers acquire access to targeted and measured campaigns and advertisers to a qualified audience; businesses share a global candidate database for job recruitment in a click; and users share and display skills and talents while fostering communities and relationships with their brand (Jurčić and Jurčić, 2016).

As a subsidiary professional platform under Microsoft corporation since 2016, Linked fosters a professional community that emphasizes the value of its members to building customer relationships that acquire interests in the community services (Udenze, 2017). The business model places the user/professional central to its operations and its growing distribution channels, activities, partners, resources, and cost structure that incorporates; employees’ consultants’ and developers’ salaries, legal and administrative costs, branding and marketing expenses as well as the investments in equipment’s and infrastructure.

 

LinkedIn internet ecology

LinkedIn illustrates an internet ecology whose sole purpose is for the interacting agents in the platform to rely on information technology and skills to influence and support one another while carrying out their operations. As online computer software, LinkedIn is figurative of its Information Technology and Service industry to help professionals on a global scale, to find and define the relevant skill in the market and seek recruitment, close association and enable employers to grow their business. The company’s microservices and swift analytical technology-enabled online optimization to seek talent and marketing solutions, while exposure to more lead-driven information guarantees success in the venture, it also forms a resource for the company. This prompts its usability in job seeking, advertising, and for-pay research through its publishing platform (Koch et al., 2018). The social professional platform cement operation and partnerships with companies that require human resource data for recruitment, Universities that provide a common platform about student groups, alumni, campus news, and college prospective students (Bridgstock, 2019). Content providers, influencers, and marketing and sales application partners engage users with continued support and amicable content authorship to promote continued operation.

LinkedIn shares a larger market value and members base when compare to its competitors. While compared to Viadeo and XING membership base, LinkedIn has shown tremendous membership growth and as of 2020, its private operation gathers 690million LinkedIn members. With its dynamic and retrospective programs such as the Marketing Partner program, the company is evitable to boosting its Ad technology, community management, and content marketing through divisive marketing analytics, audience management, and media buying techniques that propelled its soar to the targeted audience (Lops et al., October)). This propelled LinkedIn to surpass companies such as Opportunity, Meetup, Bark, and Jobcase as professional networking competitors.

As an intermediary to enabled job seekers and recruiters, professionals to create connections and market their services, the system fashions its services from its multi-sided venture of partners that associate and capitalize on the available data from the users. As a vast professional networking platform, it partners with companies, university influencers, content providers, marketing, and advertising personnel to enable the set profiles to fit the reach the desired clients (Gerard, 2012). With professional recruiters providing job listings to the available job seekers, the formed relationship is bonded through insights shared within the platform by the connected peer-to-peer operation. In this sense, the credibility and authenticity of a service provider are professionally recognized to hire, market, and sell any portable service and data.

LinkedIn internet ecology

LinkedIn- Transformative disruptive innovation

LinkedIn approached the stealth innovation after applying the new technology of networking professionals to the job recruitment market in the U.S. As digital transformation and online presence became evitable with companies such as PayPal and eBay, LinkedIn associated a networking platform for recruiters to exponentially use cheaper methods to search for the qualified professionals (Bridgstock, 2019). The disruptive nature as shared by LinkedIn relies on the social media site having integrated stronger and profound impact on companies by changing the world of remote, professional recruitment. LinkedIn optimized social media by developing desktop websites and mobile phone applications, setting a professional profile for companies and private clients to explore, providing evitability for personal product branding and advertisement services that incorporate freemium job subscriptions features (Lops et al., October)). The swift multi-sided professional platform accentuates its operability to an effective relationship between a client and job seekers, providing a value for both to share contents, introduce a new product or service, and for professional and companies to improve rankings in search engine through profile optimization (Bridgstock, 2019). This has promoted the metamorphosis in professional networking for more than a 690million users, where 48% of recruiters can now post jobs and nowhere else on social media with 73% of the recruiters filling their positions using a referral from other social media (Koch et al., 2018). The platform introduced social media marketing that accompanied affiliated marketing and Microsoft 365 courses for peer-to-peer branding and advertising techniques. The LinkedIn platform has constructively fostered Customer Relation Management sites and accustomed its operating technology to build a professional social platform to communicate, implements shared projects development, and gaining insights from a shared discussion and decisions handled online in groups (Staddon, 2009). LinkedIn triggered a regulatory process that led to a Class act lawsuit for forwarding requested connections to personal mail.

LinkedIn partners with both recruiters and job seekers to offer expertise, innovation, and quality to be among its varied services in features and functionality of the platform. The media operability and provision of technology partners such as community management, audience management, ad Technology and Analytics’ and Measurement, as well as Content partners, have revolutionized social media marketing, brand marketing, and recruitment service enabling a capable and effective reliant on its in-house features such as #Open To Work and permissible connections to foster a larger perspective for personal brand and value for marketers and agencies (Gerard, 2012).

References

Bridgstock, R. (2019). Employability and career development learning through social media: Exploring the potential of LinkedIn. In Challenging future practice possibilities (pp. 143-152). Brill Sense.

Gerard, J. G. (2012). Linking in with LinkedIn®: Three exercises that enhance professional social networking and career-building. Journal of Management Education, 36(6), 866-897.

If there aren’t Enough Hours in the Day. Retrieved from

https://www.theproperva.co.uk/

Jurčić, I., & Jurčić, D. (2016). Special Features of Advertising on Social Networks: LinkedIn. Challenges of big data technology, 135.

Koch, T., Gerber, C., & De Klerk, J. J. (2018). The impact of social media on recruitment: Are you LinkedIn? SA Journal of Human Resource Management, 16(1), 1-14.

Latest LinkedIn Technology.Retrieved from : www.engineering.LinkedIn.com

Lops, P., De Gemmis, M., Semeraro, G., Narducci, F., & Musto, C. (2011, October). Leveraging the LinkedIn social network data for extracting content-based user profiles. In Proceedings of the fifth ACM conference on Recommender systems (pp. 293-296).

Staddon, J. (2009, November). Finding” hidden” connections on LinkedIn an argument for more pragmatic social network privacy. In Proceedings of the 2nd ACM workshop on Security and artificial intelligence (pp. 11-14).

Udenze, S. (2017). Investigating academics‟ Awareness & Use of LinkedIn for Professional Networking. International Journal of Advanced Research and Publications. Retrieved from: http://www. ijarp. org/online-papers publishing/oct2017. HTML, 1(4), 148-152.

Utz, S. (2016). Is LinkedIn making you more successful? The informational benefits derived from public social media. New media & society, 18(11), 2685-2702.

 

 

 

 

 

 

 

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