The Strategic Community-Based Firm

Cover......Page 1
Contents......Page 6
List of Figures......Page 9
Acknowledgements......Page 12
List of Abbreviations......Page 15
1 Introduction – Creating New Business Models Across Different Technologies and Industries......Page 18
Innovation and organizational boundaries......Page 27
Five basic concepts in strategic communities: ba, community of practice, pragmatic boundaries, networks, integrative competences......Page 29
Comparison of SC, networked SCs and existing theories......Page 36
Knowledge-based view of corporate strategy......Page 41
Integrative competences in a SC-based firm......Page 50
Current condition of mobile communication services in Japan and DoCoMo\'s radical change......Page 59
i-mode Revolution: creation of a mobile Internet market in Japan (Phase 1)......Page 62
3G Revolution (Phase 2): creation of broadband mobile services in Japan......Page 73
Toward further expansion of 3G mobile phone services......Page 79
Creation and development of the LSC......Page 81
Integration of strategies: linkage between the radical change loop and the incremental change loop......Page 84
Changing from a telephone company to a multimedia company......Page 87
MBD entrepreneurial strategy......Page 88
Promoting knowledge management through in-house communities......Page 94
Integration of two strategies by the MBD and the traditional organization......Page 96
Changes in the communications market and the age of broadband......Page 99
Challenging the JUNP step: formulating and implementing the new-generation vision of \'light\'......Page 100
NTT group strategies and organization......Page 102
Implications......Page 107
5 Dynamic View of Strategy in a Large Corporation: Challenges Toward Next-Generation Video Communications......Page 109
Phase 1: development of new products and services aimed at creating new technologies and markets (1999–2002)......Page 110
Phase 2: the creation of innovative new services aimed at connecting PC-based videophones and mobile videophones (2002–2003)......Page 114
Phase 3: the creation of new integrated services (visual fixed and mobile convergence service) for broadband and mobile multimedia (2004–present)......Page 120
Knowledge difference and common knowledge......Page 123
Tightly coupled networks and loosely coupled networks......Page 124
Conclusion......Page 127
6 Innovation Through Boundary Management: The Creation of a New Business Model......Page 128
Destruction, creation, and the great leap forward......Page 129
Rapid growth and the business model of DVD recorders......Page 130
Matsushita Electric\'s organizational dynamics......Page 131
Integration of organizational boundaries through vertically integrated SCs......Page 133
Technical strategy of Matsushita Semiconductor Company – black boxing strategy......Page 145
Integration of organizational boundaries as horizontally integrated SCs......Page 158
Matsushita Electric\'s strategy dynamics......Page 160
New insight derived from the case......Page 162
Conclusion......Page 173
Summary of an in-depth case......Page 174
Dynamics of networked SCs......Page 180
Integration of different economies......Page 193
Knowledge architects......Page 196
Creation and practice of business concepts in a concept platform......Page 199
Strategic architecture......Page 205
Organizational architecture......Page 212
Four specific factors in the dynamic view of strategy for forming networked SCs: context-specific, people-specific, timing-specific, and network-specific......Page 219
Integrative competences of SC-based firms......Page 222
New, practical viewpoints through case studies......Page 226
Managerial implications......Page 235
Conclusion......Page 237
Appendix: Research Methodology and Data Collection......Page 239
Notes......Page 241
Bibliography......Page 248
C......Page 258
F......Page 259
I......Page 260
K......Page 261
L......Page 262
N......Page 263
P......Page 265
S......Page 266
T......Page 268
W......Page 269
L......Page 270
W......Page 271