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Knowledge integration through networked strategic communities: two case studies in Japan

Tomoatsu Shibata (Professor of Technology Management, Graduate School of Management, Kagawa University, Kagawa, Japan. He can be reached at shibata@ec.kagawa‐u.ac.jp)
Mitsuru Kodama (Professor of Information and Management at the College of Commerce and Graduate School of Business Administration at Nihon University, Tokyo, Japan)

Business Strategy Series

ISSN: 1751-5637

Article publication date: 2 October 2007

Abstract

Purpose

The article seeks to provide new practical viewpoints regarding the knowledge management and organizational development of new product development through in‐depth case studies.

Design/methodology/approach

Due to the exploratory nature of this research and our interest in identifying the main people, events, activities and influences that affect the progress of product innovation, the authors selected the grounded theory style of data interpretation. The authors present a basic framework in which the integration of various organizational boundaries between heterogeneous organizations both inside and outside corporations creates new knowledge.

Findings

These case studies illustrate the dynamism in which new knowledge is created by simultaneously promoting the formation of a horizontally integrated network among strategic communities between external partners including customers and a vertically integrated network among strategic communities within the corporation.

Originality/value

Provides new practical viewpoints regarding the knowledge management and strategy of technology management.

Keywords

Citation

Shibata, T. and Kodama, M. (2007), "Knowledge integration through networked strategic communities: two case studies in Japan", Business Strategy Series, Vol. 8 No. 6, pp. 394-400. https://doi.org/10.1108/17515630710684600

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited