Description
Book SynopsisThis unique book unveils an invaluable paradigm for companies wishing to create new knowledge. Mitsuru Kodama's new theoretical framework is achieved using a combination of approaches including knowledge sharing, knowledge integration, strategy, organization, corporate culture and leadership.
The author presents his new theoretical framework using two models which demonstrate the means for actors both within and outside the company to formulate and implement micro strategies through the structure of dynamic strategic human networks. Detailed case studies are then used to support the theoretical framework. These include specific applications of knowledge innovation from networked strategic communities including large corporations, joint ventures, customer-oriented solution businesses and IT-based management. Research and managerial implications arising from these theoretical frameworks are also explored.
Bridging theory and practice and providing international scope, this book will be invaluable to academics and students with an interest in business and management, and to managers in the IT, telecommunications, and electronics industries.
Trade Review'In his book Knowledge Innovation
, Mitsuru Kodama describes how strategic communities and networked strategic communities in complex organizations serve as catalysts for knowledge innovation in highly competitive environments. Through detailed case studies he demonstrates how Japanese and other Asian companies in the telecommunications, information technology, and related fields, have turned traditional organizational lines inside out that have resulted in breakthroughs in new technologies and products. . . Aimed at the advanced student or manager of complex organizations this important new work offers new models for organization that describe how to leverage knowledge and creativity in the networked business world. Knowledge Innovation
is highly recommended for academic libraries at universities with research collections and large public libraries serving researchers and corporate strategists.' -- Ann M. Fiegen, Journal of Business and Finance Librarianship
'Knowledge Innovation
is very suggestive about how firms may be able to gain more from their alliances than they currently are receiving and is a worthwhile read for those practitioners with responsibility for those relationships, and for the academic audience focused specifically on the micro-level management of cross-company relationships.' -- Jamie P. Eggers, Innovation: Management, Policy and Practice
'. . . very interesting and thought-provoking. . . The cases are detailed and the scholarship is impressive. . . Academics and practitioners working in either knowledge management or strategic management will find plenty here of value, as would research or dissertation students.' -- John S. Edwards, Knowledge Management Research and Practice
Table of ContentsContents: Preface 1. Knowledge Innovation 2. Practice-based View of Strategic Management 3. Knowledge Innovation Through Strategic Activity Cycles 4. Dynamic Creation of Networked Strategic Communities 5. Architectural Innovation in Cross-functional Multi-projects 6. Business Innovation Through Joint Ventures Supported by Major Businesses 7. Customer Value Creation Through Knowledge Innovation 8. Customer Value Creation Through Community-based Information Networks 9. The Innovative Leadership of the Community Leader 10. Managerial Implications and Conclusion Bibliography Index
