Innovation and knowledge creation through leadership-based strategic community: Case study on high-tech company in Japan
Innovation and knowledge creation through leadership-based strategic community: Case study on high-tech company in Japan
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DOI：
10.1016/j.technovation.2005.08.007
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发表时间：
2007-03
期刊：
影响因子：
12.5
通讯作者：
Mitsuru Kodama
中科院分区：
文献类型：
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作者：
Mitsuru Kodama
在本文中，作者希望提出一个基本框架，在该框架中，企业内外的异质组织之间的各种组织边界的整合创造了新的知识。本文介绍了一个详细的案例研究，涉及联合新产品和服务开发的移动的多媒体系统的NTT DoCoMo，一个移动的通信运营商在日本和三菱电机，一个大型电器制造商。本案例研究说明了通过同时促进两个公司之间包括客户在内的战略社区之间的横向整合网络和与公司之间的战略社区之间的纵向整合网络的形成来创造新知识的动力。基于领导力的战略社区的综合能力，包括网络战略社区内的领导者，使NTT DoCoMo和三菱电机能够建立针对客户的新商业模式，并成功开发新产品和服务。
In this paper, the author wishes to present a basic framework in which the integration of various organizational boundaries between heterogeneous organizations both inside and outside a corporation creates new knowledge. This paper describes a detailed case study involving joint new product and service development of a mobile multimedia system by NTT DoCoMo, a mobile communication carrier in Japan, and Mitsubishi Electric, a large electrical appliances manufacturer. This case study illustrates the dynamism in which new knowledge is created by simultaneously promoting the forming of a horizontally integrated network among strategic communities between the two corporations including customers and a vertically integrated network among strategic communities with the corporation. The synthesizing capability of the leadership-based strategic communities comprising leaders inside the networked strategic communities enabled NTT DoCoMo and Mitsubishi Electric to build new business models aimed at customers and achieve successful new product and service development.