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Volumn 42, Issue 4, 2009, Pages 463-494

Boundaries Innovation and Knowledge Integration in the Japanese Firm

(1)  Kodama, Mitsuru a  

a NONE

Author keywords

[No Author keywords available]

Indexed keywords

GLOBAL MARKET; JAPANESE FIRMS; JAPANESE MANAGEMENT; KNOWLEDGE INTEGRATION; LEADERSHIP STYLE; MOBILE PHONE SERVICES; NEW BUSINESS MODELS;

EID: 69949095690     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2009.08.001     Document Type: Article
Times cited : (64)

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    • Here I will briefly mention the research processes from which the architecture of the knowledge integration framework is derived. With regard to the vertical value chain model, I have analyzed the interrelationship (degree of vertical integration) of business activities within the firm, the transactional relationships (including contract details, contract terms, and power relationships) and knowledge sharing (degree of information sharing and collaboration) among firms, and the value networks that build business models. I undertook structural analysis of project organisations within the firm for the multi-layered model, and analyzed the business model forms arising among firms through strategic alliances and joint development, their processes, and the degree of knowledge sharing for the horizontal value chain and complementary model.
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    • There are also exceptions to the notion that creativity cannot exist in the absence of vertically integrated elements. Apple's innovative and creative iTunes and iPod in the music distribution business and Dell's PC business model, for example, arose from horizontally specialized industry structures, although these businesses also include vertically integrated elements. The Apple music distribution business model resembles that of DoCoMo's i-mode. With Apple, each stakeholder maintains win-win relationships within a vertical value chain comprising content (music labels), Apple itself (overall coordinator of the value chain and determiner of iPod product planning and architecture), and vendors (iPod design, manufacturing, and support) while undertaking loose vertical integration (conversely, the vertical value chain of Japan's mobile phone business is tightly integrated).
    • There are also exceptions to the notion that creativity cannot exist in the absence of vertically integrated elements. Apple's innovative and creative iTunes and iPod in the music distribution business and Dell's PC business model, for example, arose from horizontally specialized industry structures, although these businesses also include vertically integrated elements. The Apple music distribution business model resembles that of DoCoMo's i-mode. With Apple, each stakeholder maintains win-win relationships within a vertical value chain comprising content (music labels), Apple itself (overall coordinator of the value chain and determiner of iPod product planning and architecture), and vendors (iPod design, manufacturing, and support) while undertaking loose vertical integration (conversely, the vertical value chain of Japan's mobile phone business is tightly integrated). Dell, moreover, simultaneously pursues the benefits of efficiency through vertical disintegration of business activity outsourcing and tight-knit coordination activities through virtual vertical integration exploiting ICT. See. Magretta J. The power of virtual integration: an interview with Dell computer's Michael Dell. Harvard Business Review 76 2 (1998) 72-85
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    • For examples relating to conceptual papers analyzing the dynamics of industry from analogies with living ecosystems, see F. Moore, Predators and prey: a new ecology of competition, Harvard Business Review 71(3), 75-86 (1993).
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    • Bookchin (1990) grasps people as living creatures who possess the ability to create, select, transform, or restructure their own environment as active agents of natural and social systems, and raise ethical questions of what should be done. The word 'dialectic' as used by Bookchin includes the meaning of creating mutual contradictions as the essence of all kinds of movement, life, and activities in the world, and leveraging those oppositions to reintegrate and emerge at a higher-order stage. Accordingly his concept is termed 'dialectical naturalism.' DoCoMo's achievement in pioneering the development and popularization of Internet and multimedia mobile communications services with the innovations of i-mode and 3G mobile phone services, featured in this paper, is a prominent new case of this 'dialectical naturalism.' Kodama (op cit. at Ref. 10)
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* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.