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Knowledge Integration Dynamics Developing Strategic Innovation Capability
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Knowledge Integration Dynamics Developing Strategic Innovation Capability

Kodama, Mitsuru
ISBN-10: 9814317896
ISBN-13: 9789814317894

In our Marketplace:
2 new & used from $116.65
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.
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Acknowledgements
Preface
About the Author
The Knowledge Integration Model
Background Theory and New Frameworks
The Four Core Frameworks of the Knowledge Integration Process
Strategy and management drivers
The creativity view
The dialectic view
Dynamic human networks
Knowledge architectural thinking
Vertically integrated architecture
Horizontally integrated architecture
Linkage relationship architecture
Leadership model
Implications and Conclusion
A Theoretical Framework for Strategic Innovation Capability
Radical Innovation and Strategic Change
Strategic Innovation Capability
What is strategic innovation?
The capability map and the knowledge integration map
The strategic innovation loop and strategic innovation capability
Conclusion and Topics
Strategic Innovation in Big Traditional Companies: A Case Study of Broadband Business
Introduction
Case Study of the NTT Broadband Revolution
The ISDN revolution: from phones to multimedia
Building new organizations from top management members
Features of MBD strategy and organizational structure
Strategy integration through the MBD and traditional organizations
Linking the continuous and incremental change loops
The challenge of fiber-optic broadband: more innovation in the strategy innovation loop
Strategic transformation from ISDN to fiber-optic communication
Broadband business after the division of NTT
The strategic innovation loop of fiber-optic business
Inter-domain shift among group companies
Knowledge integration dynamics
Overview
Knowledge Integration and Innovation in the Consumer Electronics, Communications Device, and Semiconductor Fields
Digital Consumer Electronics and Communications Device Sectors
Horizontal specialization model through Western management
Japanese manufacturers' �knowledge integration model�
Basic differences between Japanese and Western management
Semiconductor Business Sector
The semiconductor industry as a model for horizontal specialization
Japanese companies' semiconductor business model
The new phenomenon of the semiconductor business in the 21<sup>st</sup> century
Consideration and Discussion
Boundary conception: The distinctive management drivers of Japanese companies
Conceptual framework of the creativity view: The theoretical background of the relationship between vertical integration and creativity
Organizational form
Consumer electronics, communications devices, and semiconductor business sectors
The Strategic Innovation Capability of Japanese Companies in the Consumer Electronics, Communications Device, and Semiconductor Fields
Linkage and synchronization of boundaries
The Strategic Innovation Capabilities of Machine Tool Manufacturers: A Case Study of Mitsubishi Heavy Industries Plastic Technology Co., Ltd.
The Importance of Manufacturing and New Organizational Strategies
A Case Study
Injection molding machines
Mitsubishi Plastic's product innovation
The product architecture of injection molding machines
Basic structure of injection molding machines
The product architecture of injection molding machines
Future product development and business process strategies: MC & MD
The structure of Mitsubishi Plastic's product development
Mitsubishi Plastic's new innovation project
Mitsubishi Plastic's knowledge integration process
Mitsubishi Plastic's strategic innovation capability
Summary
A Co-Evolution Model of the Mobile Phone Business: The Case of Study of NTT DoCoMo
Combining Strategic and Incremental Innovation
Case Study: DoCoMo's Innovation
Phase 1: Supporting communication-cultivating the mobile phone market
Phase 2: Supporting information-exploring mobile multimedia markets
Phase 3: Supporting lifestyles-building lifestyle infrastructure exploiting mobile phones
Phase 4: Supporting action - building social infrastructure using mobile phones
Consideration and Discussion
The formation of networked SCs and the dynamics of corporate boundaries
The vertical value chain and co-evolution models of Japan's mobile phone business
Creativity view and Dialectic view
Framework of the continuous co-evolution process through the dialectic view
Dialectical management through strategic innovation capability
Strategic Innovation through a Discontinuous Road Map: The Case Study of Nintendo
Sense of Crisis in the Game Industry and Nintendo's Surge Forward
The Booby Trap of the Semiconductor Scaling Rule
Realization of Destructive Architecture - Lateral Thinking in Dead Technology
Challenge to reduce power consumption
The idea of reverse product architecture - technology orientation from a market perspective
Innovation Based on Nintendo's Unique Development Framework
Nintendo's strategic innovation loop
Synthesis of hardware with software development
Nintendo's knowledge roadmap
Concept creation in strategic emergence - synthesis of image and entity
Formation of a Leader's Team (LT) Comprised of Top Management
Nintendo as a dialogue-type company
Nintendo as a Network Collaborative Organization
Nintendo as a knowledge integration firm
The Global Innovations of Japanese General Trading Companies: The Case of Mitsubishi Corporation
The Modern General Trading Companies
Mitsubishi Corporation's Core Competences and Business Model
Mitsubishi Corporation's Business Domain and Value Chain
Mitsubishi Corporation's Knowledge Integration Process
Mitsubishi Corporation's Strategic Innovation Capability
Summing up: Organizations and Human Resources Creating New Knowledge
Knowledge Integration Dynamics and Strategic Innovation Capability
The Dialectical Synthesis of Conceptualization and Dynamic Practical Knowledge
Different Practice Processes and Strategic Innovation Capability
The Framework of Knowledge Difference
Knowledge Integration Dynamics
The Knowledge Integration Process
Innovation through the creativity and dialectic view
Open innovation versus closed innovation; vertical integration versus horizontal specialization
Elements that Asian Companies Have Learned from Japanese Management
The creativity view, vertical integration, teamwork, and collaboration
The dialectic view, co-creation, and co-evolution
Implications and Conclusions
Bibliography
Author Index
Subject Index

List price: $108.00
Edition: 2010
Publisher: World Scientific Publishing Company, Incorporated
Binding: Trade Cloth
Pages: 300
Size: 6.00" wide x 8.75" long x 1.00" tall
Weight: 0.48 lbs.
Language: English

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