Knowledge innovation : strategic management as practice

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Title:

Knowledge innovation : strategic management as practice

Author:

Kodama, Mitsuru, 1957-

ISBN:

9781845429294

Personal Author:

Kodama, Mitsuru, 1957-

Publication Information:

Cheltenham, UK ; Northampton, MA : Edward Elgar, c2007.

Physical Description:

xiii, 244 p. : ill. ; 24 cm.

Contents:

1. Knowledge innovation -- 2. Practice-based view of strategic management -- 3. Knowledge innovation through strategic activity cycles -- 4. Dynamic creation of networked strategic communities -- 5. Architectural innovation in cross-functional multi-projects -- 6. Business innovation through joint ventures supported by major businesses -- 7. Customer value creation through knowledge innovation -- 8. Customer value creation through community-based information networks -- 9. The innovative leadership of the community leader -- 10. Managerial implications and conclusion.

Abstract:

"This unique book unveils an invaluable paradigm for companies wishing to create new knowledge. Mitsuru Kodama's new theoretical framework is achieved using a combination of approaches including knowledge sharing, knowledge integration, strategy, organization, corporate culture and leadership."--BOOK JACKET.

Subject Term:

Knowledge management.

Strategic planning.

Electronic Access:

Table of contents only http://www.loc.gov/catdir/toc/fy0711/2006940649.html

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168023683002	658.4038 K76K 2007	1	Searching... Unknown

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Summary

This unique book unveils an invaluable paradigm for companies wishing to create new knowledge. Mitsuru Kodama's new theoretical framework is achieved using a combination of approaches including knowledge sharing, knowledge integration, strategy, organization, corporate culture and leadership.

The author presents his new theoretical framework using two models which demonstrate the means for actors both within and outside the company to formulate and implement micro strategies through the structure of dynamic strategic human networks. Detailed case studies are then used to support the theoretical framework. These include specific applications of knowledge innovation from networked strategic communities including large corporations, joint ventures, customer-oriented solution businesses and IT-based management. Research and managerial implications arising from these theoretical frameworks are also explored.

Bridging theory and practice and providing international scope, this book will be invaluable to academics and students with an interest in business and management, and to managers in the IT, telecommunications, and electronics industries.