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For example, the global market share of digital cameras (2006 figures) ranked Canon top with 18.7 percent and Sony second with 15.8 percent. Four of the top six manufacturers were Japanese (results of survey by US company IDC: see http://www.idc.com/home.jhtml;jsessionid = PP3GQD4RFWYYACQJAFICFGAKBEAUMIWD). Moreover, in Q4 2007, Sony was ranked first (19.5%) and Sharp fourth (10.1%) for global market share of LCD TVs, and Matsushita (Panasonic) was ranked first (39.6%) for plasma TVs. (Survey results from US DisplaySearch company: See http://www.displaysearch.com/cps/rde/xchg/SID-0A424DE8-1FE0F932/displays earch/hs.xsl/6138.asp.) Meanwhile Matsushita and Sony are rank high in the global market share for DVD recorders. Thus the technological prowess and sales power of Japanese companies put them at the apex of the digital consumer electronics field.
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Meanwhile, NTT DoCoMo, which was created in 1992 and went on to develop the i-mode Internet services by pioneering mobile phones, has been featured in major business magazines. Examples include Business Week (2000), Amazing DoCoMo; The company's wireless Net phone service is all the rage in Japan - and just might conquer the world, US edition; Case studies have also been taken up in leading academic journals, such as. Ratliff J. NTT DoCoMo and its i-mode success: origins and implications. California Management Review 44 3 (2002) 55-71
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Network formations are generally classified as centralized and decentralized. A centralized network is suited to vertically and efficiently implementing routine information and knowledge flow and interactions (such as information and knowledge sent from central nodes to peripheral nodes, Decentralized networks such as smaller hubs, meanwhile, suit network formations under conditions of uncertainty and new themes
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Network formations are generally classified as centralized and decentralized. A centralized network is suited to vertically and efficiently implementing routine information and knowledge flow and interactions (such as information and knowledge sent from central nodes to peripheral nodes). Decentralized networks (such as smaller hubs), meanwhile, suit network formations under conditions of uncertainty and new themes.
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With decentralized network formation, the existence of tight clustering and work group autonomy is important. This structural design enhances information, knowledge exchange, and interaction at the work group level, and can effectively facilitate mutual coordination and adjustments among peripheral local nodes. Furthermore, such local cluster coordination and collaboration reduces the information processing load assigned to the central node, as peripheral nodes do not need to communicate directly with the central authority whenever a decision-making situation arises. See
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With decentralized network formation, the existence of tight clustering and work group autonomy is important. This structural design enhances information, knowledge exchange, and interaction at the work group level, and can effectively facilitate mutual coordination and adjustments among peripheral local nodes. Furthermore, such local cluster coordination and collaboration reduces the information processing load assigned to the central node, as peripheral nodes do not need to communicate directly with the central authority whenever a decision-making situation arises. See. Ahuja M., and Carley K. Network structure in virtual organisations. Organisation Science 10 (1999) 741-757
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The concept of the strategic community (SC) differs from that of the community of practice (CoP), and knowledge boundaries (including different thought worlds and specialized fields) exist among actors forming SCs. See Chapter 1 in M. Kodama, The Strategic Community-Based Firm, Palgrave Macmillan, UK (2007a), and Chapter 1 in Kodama (op cit. at Ref. 11).
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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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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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