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