All Stories

  1. Climate change and COP26: Are digital technologies and information management part of the problem or the solution? An editorial reflection and call to action
  2. Managing IT for Innovation
  3. Knowledge creation through collective phronesis
  4. Digitally transforming work styles in an era of infectious disease
  5. Developing Boundaries Knowledge for Innovation
  6. Developing knowledge communities through video‐based information networks
  7. Boundaries knowledge (knowing)—A source of business innovation
  8. Developing Holistic Strategic Management in the Advanced ICT Era
  9. Business Innovation Through Holistic Leadership-Developing Organizational Adaptability
  10. Managing ambidextrous organizations for corporate transformation: a case study of Fujifilm
  11. Sustainable Growth Through Strategic Innovation
  12. Developing strategic innovation in large corporations-The dynamic capability view of the firm
  13. Boundaries innovation through knowledge convergence-developing triad strategic communities
  14. Strategic Knowledge Creation Process through Holistic Leadership
  15. Theoretical Framework of Holistic Leadership
  16. Value Creation through Holistic Leadership
  17. Developing Holistic Leadership
  18. Collective Management Based on Holistic Leadership: A Case Study of Cisco Systems
  19. Corporate Innovation Based on Holistic Leadership: A Case Study of SoftBank
  20. Strategy Transformation Based on Holistic Leadership: A Case Study of Apple
  21. Unique New Product Innovation Based on Holistic Leadership: A Case Study of Dyson
  22. Corporate Venture Business Based on Holistic Leadership: A Case Study of Sony
  23. Conclusion
  24. Business Innovation through Strategic Knowledge Creation
  25. Conclusion and Implications
  26. In-Depth Case Studies
  27. Prelims
  28. References
  29. Index
  30. Managing Innovation through Ma Thinking
  31. Knowledge Convergence through “MaThinking”
  32. Ma Theory and the Creative Management of Innovation
  33. “Ma” and Innovation Management
  34. Comparative Case Studies and New Implications
  35. Conclusions and Issues for Future Research
  36. Shadow Banking in China
  37. Developing Knowledge Convergence through a Boundaries Vision-A Case Study of Fujifilm in Japan
  38. Interactive Business Communities
  39. Collaborative Innovation
  40. Managing the change of strategy from customisation to product platform: case of Mabuchi Motors, a leading DC motor manufacturer
  41. Dynamic fractal organizations for promoting knowledge-based transformation – A new paradigm for organizational theory
  42. Strategy transformation through strategic innovation capability - a case study of Fanuc
  43. Research into ambidextrous R&D in product development – new product development at a precision device maker: a case study
  44. Managing Knowledge through Video-Based Communities
  45. Competing through ICT Capability
  46. Product Development and Collaborative ICT Tools
  47. ICT and Boundary Innovation
  48. Introduction
  49. Workplace and Collaborative ICT Tools
  50. Collaborative ICT Tools and Organizational Development
  51. The Advancement of ICT Tools and Knowledge, and Innovation Management
  52. The Innovation and Market Expansion of Video Communications
  53. ICT Innovations in Health Care and Welfare
  54. Implications and Conclusion: Convergence and ICT Capability
  55. ICT Capability and Knowledge Integration
  56. A Review of “Knowledge Innovation: Strategic Management as Practice”
  57. Knowledge Integration Dynamics
  58. KNOWLEDGE INTEGRATION DYNAMICS
  59. Boundary Management
  60. Dynamic View of Strategic Management
  61. Theoretical and Managerial Implications
  62. New Knowledge Creation Through Leadership-Based Strategic Community
  63. Theoretical Framework of Dynamic Strategic Management Through Boundary Management
  64. New Theoretical Framework and Insights Derived from Comparative Case Studies
  65. Developing New Business Models Through Dynamic Boundary Management: Case Studies of Sony and NTT-DATA
  66. Developing New Broadband Services by Dynamic Collaboration Through Strategic Boundary Networks: A Case Study of NTT DoCoMo
  67. Conclusion
  68. Boundaries Innovation and Knowledge Integration in the Japanese Firm
  69. Managing technological transition from old to new technology: case of Fanuc's successful transition
  70. Knowledge integration through networked strategic communities: two case studies in Japan
  71. Project-Based Organization in the Knowledge-Based Society
  72. Innovation and knowledge creation through leadership-based strategic community: Case study on high-tech company in Japan
  73. The Strategic Community-Based Firm
  74. Project-Based Organization in the Knowledge-Based Society
  75. Theoretical Framework of the Research
  76. Innovation by Strategic Community-Based Firms
  77. Toward a Strategic Community-Based Firm
  78. Knowledge Creation Through the Networks of Strategic Communities
  79. Innovation through boundary management—a case study in reforms at Matsushita electric
  80. Innovation Through Boundary Management: The Creation of a New Business Model
  81. Dynamic View of Strategy in a Large Corporation: Challenges Toward Next-Generation Video Communications
  82. Introduction — Creating New Business Models Across Different Technologies and Industries
  83. Dialectical Management in a Large Corporation: The Case of Innovation at NTT DoCoMo
  84. Managing Paradox in a Large Corporation: Challenging a Vision for New-generation Optics
  85. NTT DoCoMo's Launch of I-Mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective
  86. Knowledge-based view of corporate strategy
  87. Strategic Community: Foundation of Knowledge Creation
  88. New knowledge creation through leadership-based strategic communities: case studies in Japan
  89. Winning through strategic communities: a case study
  90. How two Japanese high‐tech companies achieved rapid innovation via strategic community networks
  91. Innovation through dialectical leadership—case studies of Japanese high-tech companies
  92. New knowledge creation through leadership-based strategic community—a case of new product development in IT and multimedia business fields
  93. New knowledge creation through dialectical leadership
  94. Knowledge creation through networked strategic communities
  95. Innovation through networked strategic communities: case study on NTT DoCoMo
  96. Customer value creation through knowledge creation with customers: case studies of IT and multimedia businesses in Japan
  97. Customer value creation through customer-as-innovator approach: a case study of video processing LSI development
  98. Business innovation through strategic community creation: a case study of multimedia business field in Japan
  99. Empirical trials and evaluation of an industry/academia collaborative agent system supporting the launch of new enterprises
  100. Knowledge creation through the synthesizing capability of networked strategic communities: case study on new product development in Japan
  101. Strategic community-based theory of firms: case study of dialectical management at NTT DoCoMo
  102. Strategic community-based theory of firms: Case study of NTT DoCoMo
  103. Transforming an old-economy company into a new economy—the case study of a mobile multimedia business in Japan
  104. Strategic Innovation in Traditional Big Business: Case Studies of Two Japanese Companies
  105. The development and impact on business of the world's first live video streaming distribution platform for 3G mobile videophone terminals
  106. A world first development of a multipoint videophone system over 3G-324M protocol
  107. The promotion of strategic community management utilizing video‐based information networks
  108. Transforming an Old Economy Company Through Strategic Communities
  109. Strategic Partnerships with Innovative Customers: A Japanese Case Study
  110. Transforming an old economy company into a new economy success: the case of NTT DoCoMo
  111. Transforming an old economy company into a new economy: a case study of Japan
  112. Innovation through creation of strategic communities in traditional big businesses: a case study of digital telecommunication services in Japan
  113. Creating new business through strategic community management: case study of a multimedia business
  114. Creating new business through strategic community management: case study of a multimedia business
  115. Strategic innovation in traditional big business: case study of communications business in Japan
  116. Customer value creation business through learning processes with customers: case studies of venture businesses in Japan
  117. Distance learning using video terminals—an empirical study
  118. Innovation through Strategic Community Management: The Case of NTT DoCoMo and the Mobile Internet Revolution
  119. New regional community creation, medical and educational applications through video-based information networks
  120. Strategic community management promoted by innovation communities
  121. Creating new business through strategic community management: case study of a multimedia business
  122. Creating New Services Based on the Formation of a Strategic Community with Customers: A Case Study of Innovation Involving IT and Multimedia Technology in the Field of Veterinary Medicine
  123. New multimedia services in the education, medical and welfare sectors
  124. Innovation through Strategic Community Management: A Case Study Involving Regional Electronic Networking Promotion in Japan
  125. Business innovation through strategic community management?a case study of NTT's digital network revolution
  126. Business innovation through strategic community management—a case study of NTT's digital network revolution
  127. New regional community creation through video‐based information networks – a case study of regional vitalization through the promotion of information technology in Japan
  128. Strategic community management in a large business
  129. Business innovation through customer‐value creation
  130. Choked Flow and Heat Transfer of Rarefied Gas in a Narrow Parallel-Plate Channel. Case of Uniform Heat Flux Wall.
  131. Customer value creation through community-based information networks
  132. Business innovation through community management
  133. Strategic innovation at large companies through strategic community management – an NTT multimedia revolution case study
  134. Strategic business applications and new virtual knowledge‐based businesses through community‐based information networks
  135. Business innovation through joint ventures supported by major businesses
  136. Community management support through community‐based information networks
  137. Reply to Professor Hermanek's comments on the new Japanese classification of gastric carcinoma
  138. Choked Flow of Low Density Gas through a Narrow Parallel-Plate Channel. Case of Adiabatic Wall.
  139. Genetic profiles of newly inbred Dahl/Iwai salt-sensitive and salt-resistant rats
  140. Oxide removal from the GaSb surface and fabrication of MBE GaSb photodiodes and Au-GaSb schottky diodes
  141. Improvement of reverse leakage current characteristics of GaSb and Al0.3Ga0.7Sb/GaSb diodes grown by MBE
  142. Influence of Ga droplets and related morphological defects on the MBE-GaSb film and GaSb p–n diode characteristics
  143. Defect evaluation and electrical characteristics of GaSb and In0.17Ga0.83Sb films grown by molecular beam epitaxy
  144. Low temperature thermal cleaning of GaSb surfaceandfabrication of near ideal Au-GaSb Schottky diode
  145. Influence of carbon contamination on etched GaSb substrate on the quality of MBE‐GaSb film and electrical transport through the film and the substrate
  146. Molecular beam epitaxy of In0.23Ga0.77Sb Grown on GaAs and GaSb substrates and the fabrication of planar In0.23Ga0.77Sb transferred electron devices
  147. Molecular beam epitaxy of GaSb and InGaSb
  148. Influence of Substrate Preparation on the Morphology of GaSb Films Grown by Molecular Beam Epitaxy
  149. Surface Cleaning of GaSb (100) Substrates for Molecular-Beam Epitaxy
  150. Cultural Mythology and Global Leadership in Japan
  151. Strategic innovation through sustainable capabilities congruence
  152. Strategic innovation for sustainable growth: reviews of existing capabilities theories, and new propositions
  153. Implications and future research issues: Schumpeter’s view of innovation
  154. Capabilities congruence through collaboration management at Cisco
  155. New product innovation through dynamic capabilities: the case of Fujifilm versus Kodak
  156. Strategic innovation capabilities through capabilities integration: the cases of Qualcomm and TSMC versus Japanese semiconductor manufacturers
  157. Apple versus Sony: strategy transformation by capabilities congruence through asset orchestration
  158. Successful and unsuccessful strategic innovation in the mobile telephone industry: the cases of NTT DOCOMO and SoftBank
  159. Dynamic capabilities, ordinary capabilities and strategic innovation capabilities: a dynamic view of capabilities theory
  160. The concept of capabilities congruence: theoretical framework from three insights