Knowledge creation through networked strategic communities

Kodama, Mitsuru

doi:10.1016/j.lrp.2004.11.011

Cited by 136 publications

(44 citation statements)

References 47 publications

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“…Here, integration mechanisms (e.g., connecting) mean mechanisms to connect ideas, knowledge, human resources and technology to expand novelty and innovation and to bring about advantageous new orders to existing management (business) systems. Leaders achieve these connections (Arena et al ., ; Uhl‐Bien and Arena, ) by configuring informal organizations that invigorate and amplify the emergence of novelty and innovation (network structures such as strategic communities) (e.g., Kodama, ) and creating adaptive spaces.…”

Section: The Concept Of Holistic Leadership—an Integrated Framework Fmentioning

confidence: 99%

Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

Kodama

2018

Syst Res Behav Sci

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This paper offers new theoretical contributions and practical knowledge to existing leadership theories. Through a detailed study of the major corporation SoftBank, a Japanese company achieving business innovation at a global level in recent years, and insights gained on the leadership for organizational adaptability of practitioners driving strategic innovation, this paper presents a framework for ‘holistic leadership’ with a fractal nature as a complex adaptive system. In the three ‘practice layers’ of the ‘formal organizational layer’, ‘psychological boundary layer (adaptive space)’ and the ‘informal organizational layer’, practitioners (in the three management layers of top management, middle management and staff) dynamically use ‘centralized leadership’, ‘dialectical leadership’ and ‘distributed leadership’ and combine them depending on the situation, to achieve a balance between various contradictory elements such as the ‘tug‐of‐war between efficiency and creativity’, and demonstrate organizational adaptability. Through an in‐depth case study, this paper illustrates that holistic leadership in modern companies is a source of business innovation. © 2018 John Wiley & Sons, Ltd.

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Section: The Concept Of Holistic Leadership—an Integrated Framework Fmentioning

confidence: 99%

Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

Kodama

2018

Syst Res Behav Sci

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“…As resources, each derives its origins in the resourcebased view (RBV) theory [16]. Most recent researches on operations and supply chain management has come from an RBV perspective by studying knowledge and its complementarities as a basis of core competencies, especially the capability of innovation from investment in knowledge management [17], [18]. For instance, in some studies focusing on knowledge, it is conceptualized that knowledge-based view (KBV) is an extension of the RBV and suggests that knowledge can be a source of competitive advantage [19].…”

Section: Literature Reviewmentioning

confidence: 99%

Effects of Knowledge Acquisition, Information Capability and Relationship Quality on Product Innovation Flexibility Among Manufacturing Firms in Malaysia

Malasamy¹,

Nadarajah²,

Mehmood³

2018

IJET

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Knowledge management is the process of identifying, creating, assimilating and applying corporate knowledge to take advantage of new opportunities and enhance organizational performance. It involves both internal and external organizational capabilities. This study focuses on information capability, knowledge acquisition and relationship quality as capabilities pertinent to organisations aiming to achieve greater product innovation flexibility. Understanding and improving product innovation flexibility is crucial in the context of Malaysia in order to enable the nation to be at par with other countries enjoying better knowledge capital. Central tenets in building knowledge capital are creativity and innovation. The study is carried out in the manufacturing arena specifically on Electrical and Electronics (E&E) subsector as this subsector has achieved remarkable growth and has significant influence over the Malaysian economy. Quantitative research method using survey instrument was adopted in this study. Interestingly, the findings from this study revealed only knowledge acquisition and relationship quality as having significant relationship with product innovation flexibility. The findings are important to research and practice. Firms setting out to improve product innovation flexibility should pay careful attention to knowledge acquisition and relationship quality.

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“…Strategic communities have characteristics of “Ba” (Nonaka and Takeuchi, ; Nonaka and Konno, ) and are defined as follows (Kodama, , p. 28).

Strategic communities (SCs) are based on the concept of Ba as shared spaces for emerging relationships that serve as a foundation for knowledge creation.…”

Section: Knowledge Convergence Through Boundaries Vision—core Frameworkmentioning

confidence: 99%

Developing Knowledge Convergence through a Boundaries Vision—A Case Study of Fujifilm in Japan

Kodama

Shibata

2016

Knowl Process Manag

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In recent years, there has been a growing need for strategies that provide for convergence in the development of products and services and building of business models that integrate different technologies and services and span different industries. The question is: What kind of strategies and organizations should a company construct for R&D activities to develop new products, services, and business models that will be realized through the integration of different technologies and convergence across industries? The key concept in a company's actions for adapting to (or creating) a worldview of such convergence lies in knowledge convergence through a boundaries vision, which this paper discusses. The paper presents a case study that analyzes in detail the R&D framework of Fujifilm as a company that achieved success in new business areas by realizing knowledge convergence through a boundaries vision. In the days of analogue photographs, Fujifilm stood alongside Kodak of the USA as a leading brand in the photo industry. Foreseeing the steady decline of the analogue business, however, it moved into other business sectors such as pharmaceuticals, health care, and cosmetics as a new departure that it refers to as the “second foundation” and, in so doing, achieved spectacular success. The main objective in its R&D strategy for the second foundation was to “create new value.” To do this, Fujifilm sets its sights on achieving what it described as “intellectual fusion” (by combining and integrating different fields and technologies) and “innovation” (by creating new, differentiated technologies) and, as a result, to contribute to society. We will now analyze the mechanism of knowledge convergence through boundaries vision in Fujifilm's R&D and new business strategy for supporting its second foundation, which was a key factor in its successful business transformation. Copyright © 2016 John Wiley & Sons, Ltd.

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Knowledge creation through networked strategic communities

Cited by 136 publications

References 47 publications

Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

Effects of Knowledge Acquisition, Information Capability and Relationship Quality on Product Innovation Flexibility Among Manufacturing Firms in Malaysia

Developing Knowledge Convergence through a Boundaries Vision—A Case Study of Fujifilm in Japan

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