ESSAYS IN SCIENTIFIC SYNTHESIS
CONTENTS CHAPTER 1 THE KNOWLEDGE INTEGRATION MODEL BACKGROUND THEORY AND NEW FRAMEWORKS THE FOUR CORE FRAMEWORKS OF THE KNOWLEDGE STRATEGY AND MANAGEMENT DRIVERS THE CREATIVITY VIEW THE DIALECTIC VIEW DYNAMIC HUMAN NETWORKS KNOWLEDGE ARCHITECTURAL THINKING VERTICALLY INTEGRATED ARCHITECTURE HORIZONTALLY INTEGRATED ARCHITECTURE LINKAGE RELATIONSHIP ARCHITECTURE LEADERSHIP MODEL IMPLICATIONS AND CONCLUSION CHAPTER 2 A THEORETICAL FRAMEWORK FOR STRATEGIC INNOVATION CAPABILITY RADICAL INNOVATION AND STRATEGIC CHANGE STRATEGIC INNOVATION CAPABILITY WHAT IS STRATEGIC INNOVATION? THE CAPABILITY MAP AND THE KNOWLEDGE THE STRATEGIC INNOVATION LOOP AND STRATEGIC INNOVATION CAPABILITY CONCLUSION AND TOPICS CHAPTER 3 STRATEGIC INNOVATION IN BIG TRADITIONAL COMPANIES: A CASE STUDY OF BROADBAND BUSINESS INTRODUCTION CASE STUDY OF THE NTT BROADBAND REVOLUTION THE ISDN REVOLUTION: FROM PHONES TO BUILDING NEW ORGANIZATIONS FROM TOP FEATURES OF MBD STRATEGY AND STRATEGY INTEGRATION THROUGH THE MBD LINKING THE CONTINUOUS AND INCREMENTAL THE CHALLENGE OF FIBER-OPTIC BROADBAND: MORE STRATEGIC TRANSFORMATION FROM ISDN TO BROADBAND BUSINESS AFTER THE DIVISION THE STRATEGIC INNOVATION LOOP OF INTER-DOMAIN SHIFT AMONG GROUP KNOWLEDGE INTEGRATION DYNAMICS OVERVIEW CHAPTER 4 KNOWLEDGE INTEGRATION AND INNOVATION IN THE CONSUMER ELECTRONICS, COMMUNICATIONS DEVICE, AND SEMICONDUCTOR FIELDS DIGITAL CONSUMER ELECTRONICS AND COMMUNICATIONS HORIZONTAL SPECIALIZATION MODEL THROUGH JAPANESE MANUFACTURERS’ “KNOWLEDGE INTEGRATION BASIC DIFFERENCES BETWEEN JAPANESE AND WESTERN MANAGEMENT SEMICONDUCTOR BUSINESS SECTOR THE SEMICONDUCTOR INDUSTRY AS A MODEL FOR JAPANESE COMPANIES’ SEMICONDUCTOR BUSINESS THE NEW PHENOMENON OF THE SEMICONDUCTOR BUSINESS IN THE 21ST CENTURY CONSIDERATION AND DISCUSSION BOUNDARY CONCEPTION: THE DISTINCTIVE CONCEPTUAL FRAMEWORK OF THE CREATIVITY ORGANIZATIONAL FORM CONSUMER ELECTRONICS, COMMUNICATIONS DEVICES, AND SEMICONDUCTOR BUSINESS SECTORS THE STRATEGIC INNOVATION CAPABILITY OF JAPANESE LINKAGE AND SYNCHRONIZATION OF BOUNDARIES CHAPTER 5 THE STRATEGIC INNOVATION CAPABILITIES OF MACHINE TOOL MANUFACTURERS: A CASE STUDY OF MITSUBISHI HEAVY INDUSTRIES PLASTIC TECHNOLOGY CO , LTD THE IMPORTANCE OF MANUFACTURING AND NEW ORGANIZATIONAL STRATEGIES A CASE STUDY INJECTION MOLDING MACHINES MITSUBISHI PLASTIC’S PRODUCT INNOVATION THE PRODUCT ARCHITECTURE OF INJECTION MOLDING BASIC STRUCTURE OF INJECTION MOLDING THE PRODUCT ARCHITECTURE OF INJECTION FUTURE PRODUCT DEVELOPMENT AND BUSINESS THE STRUCTURE OF MITSUBISHI PLASTIC’S PRODUCT MITSUBISHI PLASTIC’S NEW INNOVATION PROJECT MITSUBISHI PLASTIC’S KNOWLEDGE INTEGRATION MITSUBISHI PLASTIC’S STRATEGIC INNOVATION CAPABILITY SUMMARY CHAPTER 6 A CO-EVOLUTION MODEL OF THE MOBILE PHONE BUSINESS: THE CASE OF STUDY OF NTT DOCOMO COMBINING STRATEGIC AND INCREMENTAL INNOVATION CASE STUDY: DOCOMO’S INNOVATION PHASE 1: SUPPORTING COMMUNICATION–CULTIVATING PHASE 2: SUPPORTING INFORMATION–EXPLORING PHASE 3: SUPPORTING LIFESTYLES–BUILDING LIFESTYLE PHASE 4: SUPPORTING ACTION — BUILDING SOCIAL INFRASTRUCTURE USING MOBILE PHONES THE FORMATION OF NETWORKED SCS AND THE THE VERTICAL VALUE CHAIN AND CO-EVOLUTION CREATIVITY VIEW AND DIALECTIC VIEW FRAMEWORK OF THE CONTINUOUS CO-EVOLUTION DIALECTICAL MANAGEMENT THROUGH STRATEGIC INNOVATION CAPABILITY CHAPTER 7 STRATEGIC INNOVATION THROUGH A DISCONTINUOUS ROAD MAP: THE CASE STUDY OF NINTENDO SENSE OF CRISIS IN THE GAME INDUSTRY AND NINTENDO’S SURGE FORWARD THE BOOBY TRAP OF THE SEMICONDUCTOR SCALING RULE REALIZATION OF DESTRUCTIVE ARCHITECTURE — LATERAL CHALLENGE TO REDUCE POWER CONSUMPTION THE IDEA OF REVERSE PRODUCT ARCHITECTURE — TECHNOLOGY ORIENTATION FROM A MARKET PERSPECTIVE INNOVATION BASED ON NINTENDO’S UNIQUE DEVELOPMENT NINTENDO’S STRATEGIC INNOVATION LOOP SYNTHESIS OF HARDWARE WITH SOFTWARE DEVELOPMENT NINTENDO’S KNOWLEDGE ROADMAP CONCEPT CREATION IN STRATEGIC EMERGENCE — SYNTHESIS OF IMAGE AND ENTITY FORMATION OF A LEADER’S TEAM (LT) COMPRISED OF NINTENDO AS A DIALOGUE-TYPE COMPANY NINTENDO AS A NETWORK COLLABORATIVE ORGANIZATION NINTENDO AS A KNOWLEDGE INTEGRATION FIRM CHAPTER 8 THE GLOBAL INNOVATIONS OF JAPANESE GENERAL TRADING COMPANIES: THE CASE OF MITSUBISHI CORPORATION THE MODERN GENERAL TRADING COMPANIES MITSUBISHI CORPORATION’S CORE COMPETENCES AND BUSINESS MODEL MITSUBISHI CORPORATION’S BUSINESS DOMAIN AND VALUE CHAIN MITSUBISHI CORPORATION’S KNOWLEDGE INTEGRATION PROCESS MITSUBISHI CORPORATION’S STRATEGIC INNOVATION CAPABILITY SUMMING UP: ORGANIZATIONS AND HUMAN RESOURCES CREATING NEW KNOWLEDGE CHAPTER 9 KNOWLEDGE INTEGRATION DYNAMICS AND THE DIALECTICAL SYNTHESIS OF CONCEPTUALIZATION AND DYNAMIC PRACTICAL KNOWLEDGE DIFFERENT PRACTICE PROCESSES AND STRATEGIC INNOVATION THE FRAMEWORK OF KNOWLEDGE DIFFERENCE KNOWLEDGE INTEGRATION DYNAMICS THE KNOWLEDGE INTEGRATION PROCESS INNOVATION THROUGH THE CREATIVITY AND DIALECTIC OPEN INNOVATION VERSUS CLOSED INNOVATION; VERTICAL INTEGRATION VERSUS HORIZONTAL SPECIALIZATION ELEMENTS THAT ASIAN COMPANIES HAVE LEARNED FROM THE CREATIVITY VIEW, VERTICAL INTEGRATION, THE DIALECTIC VIEW, CO-CREATION, AND CO-EVOLUTION IMPLICATIONS AND CONCLUSIONS