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|a 9789814317900 (electronic bk.)
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|z 9814317896
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|a 658.40380952
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|a Kodama, Mitsuru,
|d 1957-
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|a Knowledge integration dynamics
|b developing strategic innovation capability /
|c Mitsuru Kodama.
|h [electronic resource] :
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|a Singapore ;
|a Hackensack, N.J. :
|b World Scientific Pub. Co.,
|c c2011.
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| 300 |
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|a xxv, 353 p. :
|b ill. (some col.)
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|a Includes bibliographical references (p. 327-341) and index.
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|a ch. 1. The knowledge integration model. 1. Background theory and new frameworks. 2. The four core frameworks of the knowledge. 3. Implications and conclusion -- ch. 2. A theoretical framework for strategic innovation capability. 1. Radical innovation and strategic change. 2. Strategic innovation capability. 3. Conclusion and topics -- ch. 3. Strategic innovation in big traditional companies : A case study of broadband business. 1. Introduction. 2. Case study of the NTT broadband revolution. 3. Overview -- ch. 4. Knowledge integration and innovation in the consumer electronics, communications device, and semiconductor fields. 1. Digital consumer electronics and communications device sectors. 2. Semiconductor business sector. 3. Consideration and discussion. 4. The strategic innovation capability of Japanese companies in the consumer electronics, communications device, and semiconductor fields. 4.1. Linkage and synchronization of boundaries -- ch. 5. The strategic innovation capabilities of machine tool manufacturers : A case study of Mitsubishi Heavy Industries Plastic Technology Co., Ltd. 1. The importance of manufacturing and new organizational strategies. 2. A case study. 3. Summary -- ch. 6. A co-evolution model of the mobile phone business : The case of study of NTT DoCoMo. 1. Combining strategic and incremental innovation. 2. Case study : DoCoMo's innovation. 3. Consideration and discussion -- ch. 7. Strategic innovation through a discontinuous road map : The case study of Nintendo. 1. Sense of crisis in the game industry and Nintendo's surge forward. 2. The booby trap of the semiconductor scaling rule. 3. Realization of destructive architecture - Lateral. 4. Innovation based on Nintendo's unique development framework. 5. Formation of a Leader's Team (LT) comprised of top management. 6. Nintendo as a network collaborative organization -- ch. 8. The global innovations of Japanese general trading companies : The case of Mitsubishi Corporation. 1. The modern general trading companies. 2. Mitsubishi Corporation's core competences and business model. 3. Mitsubishi Corporation's business domain and value chain. 4. Mitsubishi Corporation's knowledge integration process. 5. Mitsubishi Corporation's strategic innovation capability. 6. Summing up : Organizations and human resources creating new knowledge -- ch. 9. Knowledge integration dynamics and strategic innovation capability. 1. The dialectical synthesis of conceptualization and dynamic practical knowledge. 2. Different practice processes and strategic innovation capability. 3. The framework of knowledge difference. 4. Knowledge integration dynamics. 5. The knowledge integration process. 6. Elements that Asian companies have learned from Japanese management. 7. Implications and conclusions.
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|a 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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| 533 |
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|a Electronic reproduction.
|b Singapore :
|c World Scientific Publishing Co.,
|d 2011.
|n System requirements: Adobe Acrobat Reader.
|n Mode of access: World Wide Web.
|n Available to subscribing institutions.
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| 650 |
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|a Knowledge management
|z Japan.
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| 650 |
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|a Strategic planning
|z Japan.
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|a Electronic books.
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|a World Scientific (Firm)
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|z 9814317896
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|z 9789814317894
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|z View fulltext via EzAccess
|u https://ezaccess.library.uitm.edu.my/login?url=http://www.worldscientific.com/worldscibooks/10.1142/7857#t=toc
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