KNOWLEDGE INTEGRATION DYNAMICS

Developing Strategic Innovation Capability

By: KODAMA MITSURU

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Hardcover | 28 February 2011

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382 Pages

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22.86 x 15.24 x 2.24

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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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Non-Fiction Engineering & Technology Technology in General Business & Management Management & Management Techniques Management of Specific Areas Knowledge Management Booktopia Publisher Services World Scientific Publishing

Acknowledgements	p. v
Preface	p. vii
About the Author	p. xvii
The Knowledge Integration Model	p. 1
Background Theory and New Frameworks	p. 1
The Four Core Frameworks of the Knowledge Integration Process	p. 4
Strategy and management drivers	p. 4
The creativity view	p. 6
The dialectic view	p. 7
Dynamic human networks	p. 8
Knowledge architectural thinking	p. 13
Vertically integrated architecture	p. 14
Horizontally integrated architecture	p. 22
Linkage relationship architecture	p. 29
Leadership model	p. 32
Implications and Conclusion	p. 37
A Theoretical Framework for Strategic Innovation Capability	p. 43
Radical Innovation and Strategic Change	p. 43
Strategic Innovation Capability	p. 47
What is strategic innovation?	p. 47
The capability map and the knowledge integration map	p. 48
The strategic innovation loop and strategic innovation capability	p. 58
Conclusion and Topics	p. 65
Strategic Innovation in Big Traditional Companies: A Case Study of Broadband Business	p. 67
Introduction	p. 67
Case Study of the NTT Broadband Revolution	p. 68
The ISDN revolution: from phones to multimedia	p. 68
Building new organizations from top management members	p. 68
Features of MBD strategy and organizational structure	p. 74
Strategy integration through the MBD and traditional organizations	p. 77
Linking the continuous and incremental change loops	p. 78
The challenge of fiber-optic broadband: more innovation in the strategy innovation loop	p. 83
Strategic transformation from ISDN to fiber-optic communication	p. 83
Broadband business after the division of NTT	p. 85
The strategic innovation loop of fiber-optic business	p. 88
Inter-domain shift among group companies	p. 91
Knowledge integration dynamics	p. 94
Overview	p. 105
Knowledge Integration and Innovation in the Consumer Electronics, Communications Device, and Semiconductor Fields	p. 107
Digital Consumer Electronics and Communications Device Sectors	p. 107
Horizontal specialization model through Western management	p. 109
Japanese manufacturers' ôknowledge integration modelö	p. 110
Basic differences between Japanese and Western management	p. 116
Semiconductor Business Sector	p. 117
The semiconductor industry as a model for horizontal specialization	p. 117
Japanese companies' semiconductor business model	p. 119
The new phenomenon of the semiconductor business in the 21^st century	p. 120
Consideration and Discussion	p. 122
Boundary conception: The distinctive management drivers of Japanese companies	p. 122
Conceptual framework of the creativity view: The theoretical background of the relationship between vertical integration and creativity	p. 125
Organizational form	p. 128
Consumer electronics, communications devices, and semiconductor business sectors	p. 128
The Strategic Innovation Capability of Japanese Companies in the Consumer Electronics, Communications Device, and Semiconductor Fields	p. 133
Linkage and synchronization of boundaries	p. 136
The Strategic Innovation Capabilities of Machine Tool Manufacturers: A Case Study of Mitsubishi Heavy Industries Plastic Technology Co., Ltd.	p. 143
The Importance of Manufacturing and New Organizational Strategies	p. 143
A Case Study	p. 144
Injection molding machines	p. 144
Mitsubishi Plastic's product innovation	p. 146
The product architecture of injection molding machines	p. 150
Basic structure of injection molding machines	p. 150
The product architecture of injection molding machines	p. 151
Future product development and business process strategies: MC & MD	p. 157
The structure of Mitsubishi Plastic's product development	p. 160
Mitsubishi Plastic's new innovation project	p. 165
Mitsubishi Plastic's knowledge integration process	p. 168
Mitsubishi Plastic's strategic innovation capability	p. 172
Summary	p. 175
A Co-Evolution Model of the Mobile Phone Business: The Case of Study of NTT DoCoMo	p. 179
Combining Strategic and Incremental Innovation	p. 179
Case Study: DoCoMo's Innovation	p. 180
Phase 1: Supporting communication-cultivating the mobile phone market	p. 181
Phase 2: Supporting information-exploring mobile multimedia markets	p. 186
Phase 3: Supporting lifestyles-building lifestyle infrastructure exploiting mobile phones	p. 187
Phase 4: Supporting action - building social infrastructure using mobile phones	p. 189
Consideration and Discussion	p. 194
The formation of networked SCs and the dynamics of corporate boundaries	p. 194
The vertical value chain and co-evolution models of Japan's mobile phone business	p. 198
Creativity view and Dialectic view	p. 200
Framework of the continuous co-evolution process through the dialectic view	p. 202
Dialectical management through strategic innovation capability	p. 207
Strategic Innovation through a Discontinuous Road Map: The Case Study of Nintendo	p. 209
Sense of Crisis in the Game Industry and Nintendo's Surge Forward	p. 209
The Booby Trap of the Semiconductor Scaling Rule	p. 212
Realization of Destructive Architecture - Lateral Thinking in Dead Technology	p. 214
Challenge to reduce power consumption	p. 216
The idea of reverse product architecture - technology orientation from a market perspective	p. 218
Innovation Based on Nintendo's Unique Development Framework	p. 222
Nintendo's strategic innovation loop	p. 222
Synthesis of hardware with software development	p. 224
Nintendo's knowledge roadmap	p. 226
Concept creation in strategic emergence - synthesis of image and entity	p. 231
Formation of a Leader's Team (LT) Comprised of Top Management	p. 236
Nintendo as a dialogue-type company	p. 241
Nintendo as a Network Collaborative Organization	p. 243
Nintendo as a knowledge integration firm	p. 246
The Global Innovations of Japanese General Trading Companies: The Case of Mitsubishi Corporation	p. 251
The Modern General Trading Companies	p. 251
Mitsubishi Corporation's Core Competences and Business Model	p. 255
Mitsubishi Corporation's Business Domain and Value Chain	p. 261
Mitsubishi Corporation's Knowledge Integration Process	p. 269
Mitsubishi Corporation's Strategic Innovation Capability	p. 271
Summing up: Organizations and Human Resources Creating New Knowledge	p. 280
Knowledge Integration Dynamics and Strategic Innovation Capability	p. 283
The Dialectical Synthesis of Conceptualization and Dynamic Practical Knowledge	p. 284
Different Practice Processes and Strategic Innovation Capability	p. 291
The Framework of Knowledge Difference	p. 295
Knowledge Integration Dynamics	p. 304
The Knowledge Integration Process	p. 307
Innovation through the creativity and dialectic view	p. 307
Open innovation versus closed innovation; vertical integration versus horizontal specialization	p. 310
Elements that Asian Companies Have Learned from Japanese Management	p. 314
The creativity view, vertical integration, teamwork, and collaboration	p. 315
The dialectic view, co-creation, and co-evolution	p. 318
Implications and Conclusions	p. 320
Bibliography	p. 327
Author Index	p. 343
Subject Index	p. 347
Table of Contents provided by Ingram. All Rights Reserved.

KNOWLEDGE INTEGRATION DYNAMICS

Developing Strategic Innovation Capability

At a Glance

Hardcover

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