Knowledge Innovation: Strategic Management as Practice
This 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.
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1 Knowledge innovation
2 Practicebased view of strategic management
3 Knowledge innovation through strategic activity cycles
4 Dynamic creation of networked strategic communities
5 Architectural innovation in cross functional multiprojects
6 Business innovation through joint ventures supported by major businesses
7 Customer value creation through knowledge innovation
Other editions - View all
Academy of Management achieve actors aimed business models collaboration community knowledge creating community leaders community members concept corporate create new knowledge customer members customer value creation dialectical dialog dialectical leadership dynamic Eisenhardt employees environment established expertise Figure formed formulation and implementation Fujitsu Fukushima Fukushima Prefecture Harvard Business School i-mode IBIZA ices individual industry integrative competences internal integration capability ISDN issues Japan Katsurao-mura knowledge creating cycle knowledge creation Kodama learning middle management mobile phone multipoint connection service networked SCs networked strategic communities Nihon Keizai Shimbun Nikkei Sangyo Shimbun NTT DoCoMo NTT Phoenix NTT"s organizational organizations phronesis PictureTel platform practice-based view pragmatic boundaries Prefecture product development products and services project leaders resonance of values resource-based view SC-a SC-b SCs and NSCs sharing specific strategic activity cycle strategic alliances Strategic Management structure theory users venture business videoconferencing system videophone vision