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The strategic community-based firm

Kodama, Mitsuru, (1957-)

The strategic community-based firm

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The strategic community-based firmMitsuru Kodama.
作者:	Kodama, Mitsuru,
出版者:	Basingstoke [England] ;Palgrave Macmillan,2007.
面頁冊數:	1 online resource (xv, 254 p.) :ill.
標題:	Strategic alliances (Business)
電子資源:	An electronic book accessible through the World Wide Web; click for information
ISBN:	9780230625761 (electronic bk.)

The strategic community-based firm
Kodama, Mitsuru,1957-

The strategic community-based firm[electronic resource] /Mitsuru Kodama. - Basingstoke [England] ;Palgrave Macmillan,2007. - 1 online resource (xv, 254 p.) :ill.

Includes bibliographical references (p. 224-240) and indexes.

Theoretical Framework of the Research -- Dialectical Management in a Large Corporation: The Case of Innovation at NTT DoCoMo -- Managing Paradox in a Large Corporation: A Vision for New Generation Optics -- Dynamic View of Strategy in a Large Corporation: Challenges toward Next Generation Video Communications -- Innovation through Boundary Management: The Creation of a New Business Model -- Knowledge Creation through the Networks of Strategic Communities -- Innovation by Strategic Community-Based Firms -- Toward a Strategic Community-Based Firm.

This book describes the concept of strategic community, a framework that integrates knowledge possessed by people, groups or organizations across organizational boundaries, thereby creating new knowledge in the form of new products and services or new business models. In particular, the author addresses the following topics relevant to academic researchers and global practitioners: - Knowledge-based view of corporate strategy - Evaluating success in managing through strategic communities - The role of strategic communities as focal points of knowledge creation and integration - The leadership behaviour of corporate managers regarding the formation of strategic communities - The strategy-making process that corporations should adopt and timing the formation of strategic communities - New organizational architectures through networked strategic communities Through detailed case-studies, the author shows how strategy, organization and leadership in corporations that realise knowledge integration across multiple organizational boundaries, represents the dynamic view of strategy that a company needs in order to obtain organizational capability with a competitive edge.

ISBN: 9780230625761 (electronic bk.)

Standard No.: 10.1057/9780230625761doi

Source: 283417Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

203333
Strategic alliances (Business)
Index Terms--Genre/Form:

214472
Electronic books.

LC Class. No.: HD69.S8 / K63 2007eb

Dewey Class. No.: 338.8/7

The strategic community-based firm
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505 0 $a Theoretical Framework of the Research -- Dialectical Management in a Large Corporation: The Case of Innovation at NTT DoCoMo -- Managing Paradox in a Large Corporation: A Vision for New Generation Optics -- Dynamic View of Strategy in a Large Corporation: Challenges toward Next Generation Video Communications -- Innovation through Boundary Management: The Creation of a New Business Model -- Knowledge Creation through the Networks of Strategic Communities -- Innovation by Strategic Community-Based Firms -- Toward a Strategic Community-Based Firm.
520 $a This book describes the concept of strategic community, a framework that integrates knowledge possessed by people, groups or organizations across organizational boundaries, thereby creating new knowledge in the form of new products and services or new business models. In particular, the author addresses the following topics relevant to academic researchers and global practitioners: - Knowledge-based view of corporate strategy - Evaluating success in managing through strategic communities - The role of strategic communities as focal points of knowledge creation and integration - The leadership behaviour of corporate managers regarding the formation of strategic communities - The strategy-making process that corporations should adopt and timing the formation of strategic communities - New organizational architectures through networked strategic communities Through detailed case-studies, the author shows how strategy, organization and leadership in corporations that realise knowledge integration across multiple organizational boundaries, represents the dynamic view of strategy that a company needs in order to obtain organizational capability with a competitive edge.
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