The book provides new theoretical concepts and knowledge to existing leadership theory. Through in-depth international case studies, it develops a new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights.
Innovation in technology and services was once the result of specialist knowledge developed within a single corporation; now, a single focus on the development of new products and services is no longer enough. In Interactive Business Communities, Mitsuru Kodama shows how a new business approach can enable managers to access, share and integrate diverse knowledge both inside and outside the corporation using Boundary Networks to operate across more formal organizational and knowledge boundaries at all levels. Drawing on his studies of large corporations in America and the Far East, Mitsuru, shows how different companies have already started to take this path. He explains the kind of networks and strategic partnerships that have emerged and gives practical guidelines on how to begin forming in-house business communities and extending this to interactive business communities with customers and other organizations. This book is a valuable resource for business educators and researchers, and senior executives responsible for strategy, particularly in high-tech industries, will find insights and ideas to tackle 21st century market and business discontinuities.
This book considers the concept of strategic community, a framework that integrates knowledge possessed by people, groups or organizations across boundaries. Case studies demonstrate how strategy, organization and leadership in corporations, represent the dynamic view of strategy necessary to obtain competitive organizational capability.
Business architecture" is a concept for optimizing corporate boundaries aimed at realizing targeted business models and corporate system design involving stakeholders. To optimize the corporate boundaries, companies must partially and/or wholly optimize the individual management elements s (strategy, organization, technology, operation, and leadership) comprising the corporate system that has achieved congruence with its environment. The type of management concerned with optimizing these corporate boundaries and the corporate systems that consist of individual management elements is referred to in this book as "boundary management." The concept of "boundaries congruence" inside and outside the corporate system, and the formation of an optimal architecture concerned with environmental change and with management elements such as strategy, organization, technology, operation, and leadership are key to implementing dynamic strategic management. This book presents the concept of "business architecture" and optimizing processes as a corporate system based on multiple corporate case studies (Sony, NTT-DATA, NTT-DoCoMo, Toyota, Honda, Omron, Takara, Recruit, First Retailing, Panasonic, and Canon).
Proposes that video communications tools are a form of infrastructure that enhance the creation of new knowledge which transcends space and time in business activities. Illustrates that the dynamic relationship of four elements of ICT capability promote the formation of business networks and the development of knowledge communities.
Strategic innovation dynamically brings about strategic positioning through new products, services and business models, and is a dynamic view of strategy that enables a corporation to maintain its competitive advantage and establish sustainable growth. For these reasons, corporations have to be innovators that can reinforce their existing positions through incremental innovation, while at the same time constantly renewing or destroying existing business through radical innovation. This book presents a holistic theoretical model, The Strategic Innovation System, as a system of capabilities for companies to achieve strategic innovation. As a subsystem of the Strategic Innovation System, this book presents the concept of the “Capabilities Building Map”, which has characteristics of four different capabilities that correspond to the elements of speed of changes and uncertainty in the environment faced by companies. It explores how companies can change and even evolve their capabilities to achieve strategic innovation, using the latest findings of the systems-view, the process-view, and dynamic capabilities-view. The author evaluates management systems that achieve sustainable strategic innovation by utilizing knowledge assets inside and outside of organizations, including those of leaders, rather than simply relying on leaders with strong will. This book will primarily appeal to academics, researchers, and graduate students interested in innovation and technology management, digital transformation as well as strategic management and strategy planning and a broader business audience.
With recent advances in IT in areas such as AI and IoT, collaboration systems such as business chat, cloud services, conferencing systems, and unified communications are rapidly becoming widely used as new IT applications in global corporations’ strategic activities. Through in-depth longitudinal studies of global corporations, the book presents a new theoretical framework and implications for IT-enabled dynamic capabilities using collaboration systems from the perspective of micro strategy theory and organization theory. The content of the book is based on longitudinal analyses that employ various qualitative research methods including ethnography, participant observation, action research and in-depth case studies of global corporations in Europe, the United States and Asia that actively use collaboration systems. It presents a new concept of micro dynamism whereby dynamic "IT-enabled knowledge communities" such as "IT-enabled communities of practice" and "IT-enabled strategic communities" create "IT-enabled dynamic capabilities" through the integration of four research streams - an information systems view, micro strategy view, micro organization view and knowledge-based view. The book demonstrates that collaboration systems create, maintain and develop "IT-enabled knowledge communities" within companies and are strategic IT applications for enhancing the competitiveness of companies in the ongoing creation of new innovation and the realization of sustainable growth in a 21st century knowledge-based society. This book is primarily written for academics, researchers and graduate students, but will also offer practical implications for business leaders and managers. Its use is anticipated not only in business and management schools, graduate schools and university education environments around the world but also in the broad business environment including management and leadership development training.
From detailed reviews of existing dynamic capabilities, this book presents a theoretical model of a strategic innovation system as a corporate system capability to enable a large company to achieve strategic innovation. The book includes in-depth case studies to illustrate the importance of strategic innovation capabilities.
. . . very interesting and thought-provoking. . . The cases are detailed and the scholarship is impressive. . . Academics and practitioners working in either knowledge management or strategic management will find plenty here of value, as would research or dissertation students.' - John S. Edwards, Knowledge Management Research and Practice
Since the 1990s, Japanese firms have sought to expand their capacity for innovation by incorporating Western management practices into their organizational culture. This combination of Japanese and Western management practices has been highly successful — Japanese firms are presently at the forefront of technological and service innovation in areas such as digital consumer electronics, mobile phone services, and the games industry. Much can be learned from the success of Japanese companies in these areas.This book presents an analysis of the business model unique to Japanese firms, emphasising four special features: the vertical value chain model, cross-industry collaboration, dynamic knowledge integration, and strategic innovation capability. Drawing upon in-depth case studies, this book presents a new theory of knowledge integration, and places special emphasis on inter- and intra-organizational collaboration as a source of strategic innovation. It is a good reference source for academics, graduate students and professionals in the field of innovation management.
From the lens of holistic systems theory, this book discusses strategic management adapted to evolving convergence in an era of advanced ICT from the viewpoint of the major management elements of strategy, organizations, technologies, operations and leadership.To discuss corporate change in response to such advanced technology in a theoretical and empirical manner, it is necessary not only to analyze and consider individual management elements such as strategy, organizations, technologies, operations and leadership in a piece-meal manner but also to determine the research issues from a framework based on a holistic management perspective through systems theory including interaction between and among the respective individual management elements (from micro to macro elements).Applying both innovation theory and capabilities theory, this book presents a new framework and knowledge for holistic strategic management from a systems theory lens that focuses on the issue of how major corporations can develop capabilities to achieve strategic innovation in response to the impacts of advanced ICT on corporate management.
With the development of information technology in recent years, there is a growing need to merge different technologies and services, to develop products, services and business models that span different industries. Corporations must have processes through which they can access share, and integrate diverse knowledge. In this book, the author proposes a dynamic yet practical method for project leaders to integrate diverse knowledge distributed on projects network to develop new products, services and business models. Case studies on companies such as Vodafone, SHARP, Mitsubishi Electric, Canon, Sony, Matsushita Electric are considered. The book can be used by high-tech organizations from the standpoint of project management or team management for innovation./a
The progress of broadband ICT is having a big impact on individual lifestyles and corporate activities. For corporate strategy, broadband use goes beyond improving management efficiency to contributing to enhancing customer services and developing new markets. In addition, the shape of corporate organizations and their behavior is changing along with recent changes in the business environment and development of broadband networks. It will become increasingly important for future business strategies to go beyond resources limited by business units within conventional corporate organizations to take positive initiatives with knowledge and competences outside the company as well as with the dynamic use of ICT, through such means as external strategic alliances, virtual corporations, mergers and acquisitions, and outsourcing. This book describes that the full utilization of ICT based on fixed and mobile wireless broadband communication platforms supports managerial speed and excellence, while making it possible to formulate new business models. Chapter 1 describes business process innovations and new e-business that activates the concepts and technology of video-based information networks (VIN) based on the leading broadband and wireless technologies of multimedia communication networks. Dynamic activities with VIN as a future network strategy support tool will enable business innovation through strengthening corporate competitiveness and enhancing customer services. Chapter 2 considers theoretical frameworks related to "ICT dynamic capability" for companies that have employed ICT. "ICT dynamic capability" comprises the three elements of context architecture, boundaries consolidation, and ICT application capabilities, and is discussed from the viewpoint of the new knowledge creation process. The interaction among actors' dynamic use of VIN tools and the community knowledge creating cycle simultaneously enhances knowledge effectiveness and creativity. Chapter 3 goes on to consider the decision-making process that introduced and activated VIN tools within the company, aimed at the acquisition of ICT dynamic capability, from the perspective of a strategy-making process. Chapter 4 demonstrates community management frameworks exploiting VIN in the company through in-depth case study. The top-down approach through the innovative leadership of community leaders who comprehensively manage the business community spread within and outside the company will enable the dynamic use of ICT by community members. In Chapter 5, looking at the creation of business linking industry and academia, the author considers cases of VIN development through a bottom-up approach involving members in the strategic community, and shows analysis from the viewpoint of ICT dynamic capability created from dynamic interaction of context and knowledge with customers who have crossed the organizational boundaries among industries. In Chapter 6, through emergent strategies for small and medium-sized companies, the book justifies new knowledge in-house after its creation from a trial-and-error process using a bottom-up approach, and the author looks at the feelings and behaviour of actors undertaking to improve in-house productivity and customer services as a strategy for the entire company. In Chapter 7, the author takes up a case study of Sony, and looks at an example of VIN tools adoption by means of Sony’s deliberate strategy using a top-down approach. Moreover, learning from Sony’s trial & error method, the author considers the process of a successful VIN adoption from a bottom-up approach through emergent strategies centered on worksite organization. In Chapter 8 the author considers successful case studies of VIN adoption by large companies. The author considers the processes that productively resolve internally generated friction and conflict and transform corporate culture through the use of both top-down and bottom-up approaches. Finally, in Chapter 9, the book provides new insights derived from the case studies and theoretical and managerial implications related to new knowledge creation by ICT dynamic capability. Bridging theory and practice and providing international scope, this book will be invaluable to academics and students with an interest in business, management, ICT, and to managers in high-tech industries.
The book provides new theoretical concepts and knowledge to existing leadership theory. Through in-depth international case studies, it develops a new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights.
From detailed reviews of existing dynamic capabilities, this book presents a theoretical model of a strategic innovation system as a corporate system capability to enable a large company to achieve strategic innovation. The book includes in-depth case studies to illustrate the importance of strategic innovation capabilities.
Presents an analysis of the business model unique to Japanese firms, emphasising four special features: the vertical value chain model, cross-industry collaboration, dynamic knowledge integration, and strategic innovation capability. This book also emphasises on inter- and intra-organizational collaboration as a source of strategic innovation.
Business architecture" is a concept for optimizing corporate boundaries aimed at realizing targeted business models and corporate system design involving stakeholders. To optimize the corporate boundaries, companies must partially and/or wholly optimize the individual management elements s (strategy, organization, technology, operation, and leadership) comprising the corporate system that has achieved congruence with its environment. The type of management concerned with optimizing these corporate boundaries and the corporate systems that consist of individual management elements is referred to in this book as "boundary management." The concept of "boundaries congruence" inside and outside the corporate system, and the formation of an optimal architecture concerned with environmental change and with management elements such as strategy, organization, technology, operation, and leadership are key to implementing dynamic strategic management. This book presents the concept of "business architecture" and optimizing processes as a corporate system based on multiple corporate case studies (Sony, NTT-DATA, NTT-DoCoMo, Toyota, Honda, Omron, Takara, Recruit, First Retailing, Panasonic, and Canon).
From the lens of holistic systems theory, this book discusses strategic management adapted to evolving convergence in an era of advanced ICT from the viewpoint of the major management elements of strategy, organizations, technologies, operations and leadership.To discuss corporate change in response to such advanced technology in a theoretical and empirical manner, it is necessary not only to analyze and consider individual management elements such as strategy, organizations, technologies, operations and leadership in a piece-meal manner but also to determine the research issues from a framework based on a holistic management perspective through systems theory including interaction between and among the respective individual management elements (from micro to macro elements).Applying both innovation theory and capabilities theory, this book presents a new framework and knowledge for holistic strategic management from a systems theory lens that focuses on the issue of how major corporations can develop capabilities to achieve strategic innovation in response to the impacts of advanced ICT on corporate management.
With the development of information technology in recent years, there is a growing need to merge different technologies and services, to develop products, services and business models that span different industries. Corporations must have processes through which they can access share, and integrate diverse knowledge. In this book, the author proposes a dynamic yet practical method for project leaders to integrate diverse knowledge distributed on projects network to develop new products, services and business models. Case studies on companies such as Vodafone, SHARP, Mitsubishi Electric, Canon, Sony, Matsushita Electric are considered. The book can be used by high-tech organizations from the standpoint of project management or team management for innovation.
Proposes that video communications tools are a form of infrastructure that enhance the creation of new knowledge which transcends space and time in business activities. Illustrates that the dynamic relationship of four elements of ICT capability promote the formation of business networks and the development of knowledge communities.
This book considers the concept of strategic community, a framework that integrates knowledge possessed by people, groups or organizations across boundaries. Case studies demonstrate how strategy, organization and leadership in corporations, represent the dynamic view of strategy necessary to obtain competitive organizational capability.
This collection of Zen poetry by 19th century Japanese Buddhist monk and hermit Ryokan is a masterful exploration of life and nature. Ryokan's zen poems are celebration of the joys and sadness of everyday life. His spare, direct style is remarkable for its immediacy and intimacy. This bilingual collection contains more than 150 of his finest poems in Japanese and Chinese, including his famous lyrical correspondence with the nun Teishin, who befriended him in his later years. It also includes a biographical essay on Ryokan, and useful notes on the poems themselves.
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