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Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of…

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

Abstract

Details

Leadership and Organization in the Innovation Economy
Type: Book
ISBN: 978-1-78973-857-5

Abstract

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Evidence-Based Innovation Leadership
Type: Book
ISBN: 978-1-78769-635-8

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Book part

Mitsuru Kodama

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number…

Abstract

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case studies presented in Part 2. The chapter first analyzes and considers the concept of dialectical leadership, which is an element for achieving a balance between centralized leadership and distributed leadership at the psychological boundary layer located at the boundary layer between the formal organizational layer and the informal organizational layer from the perspective of four dimensions: the time axis, spatial axis, strategic axis, and management axis. This is because there is new knowledge gained from multiple case analyses and because dialectical leadership has an impact on management elements in these four dimensions when companies execute strategic knowledge creation processes to achieve business innovation. Second, the chapter discusses the concept of leadership interaction which occurs among leaders at the individual boundaries of the three-layered structure (practice layers) of the informal organization layer located in the business community, the psychological boundary layer located in the boundary layer of the business community, and the formal organization layer located in the formal organization, and the three management layers. Third, as demonstrated in the cases of Apple, Cisco Systems, Dyson, SoftBank, and Sony, strategic collaboration with other companies including customers is extremely important for those practitioners who are promoting business ecosystem strategies across different companies. To achieve this, synchronization of leadership at the three practice layers and three management layers in holistic leadership through boundary negotiations among individual leaderships across different companies is important. These concepts are discussed in this chapter. Fourth, this chapter indicates that excellent holistic leadership is necessary for practitioners to achieve strategic knowledge creation high in quality, but this requires leadership for value creation for the formation of new business communities that originate in the formation of “Ba.” The chapter also indicates that “practical wisdom” is an important element for practitioners in such value creation, and the presence of this element is a necessary condition for generating excellent holistic leadership.

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Developing Holistic Leadership
Type: Book
ISBN: 978-1-78714-421-7

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Article

Marie Kerveillant and Philippe Lorino

The paper aims to investigate how far the pragmatist concept of inquiry (Dewey, 1916, 1938) makes it possible to develop a processual and relational approach to…

Abstract

Purpose

The paper aims to investigate how far the pragmatist concept of inquiry (Dewey, 1916, 1938) makes it possible to develop a processual and relational approach to accountability, moving the focus away from a representational conception of truth and subjectivist/individualist views on meaning-making, toward collective exploration and understanding of an issue by stakeholders with the aim of transforming social practices. The paper studies an accountability process in action, namely nuclear incident reporting, and its role in the construction of a community of inquiry investigating nuclear safety.

Design/methodology/approach

This research opts for a case study methodology including 36 in-depth interviews, field observation and document analyses. The data are drawn from a three-year field study of a “Local Information Commission”, a body set up to represent the public living near a nuclear site.

Findings

The object of accountability needs to be constructed through a joint exploratory inquiry by accountors and accountees into reports of incidents as originally presented, to advance their understanding and capacity for action.

Research limitations/implications

It will be important to test this processual and relational approach to accountability in other types of situation, involving different governance issues than nuclear safety.

Practical implications

To turn theoretical stakeholders such as the public into real stakeholders (e.g. in the studied case, active participants in safety inquiries), specific social and managerial conditions must be fulfilled (concerning time, resources, commitment to open, taboo-free dialogue and legitimacy).

Originality/value

The paper argues that Dewey's concept of inquiry makes a valuable contribution to the processual and dialogical view of accountability.

Details

Accounting, Auditing & Accountability Journal, vol. 34 no. 1
Type: Research Article
ISSN: 0951-3574

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Book part

Mitsuru Kodama

This chapter analyzes and considers from the perspective of business models and holistic leadership strategic knowledge creation for leading internal ventures in large…

Abstract

This chapter analyzes and considers from the perspective of business models and holistic leadership strategic knowledge creation for leading internal ventures in large corporations to success. The case study takes a close-up look at the games business, focusing chiefly on Sony’s PlayStation.

One lesson learned from the case study was that the elements of productive friction and creative abrasion among practitioners at the knowledge boundaries between project teams, existing organizations, and external partners encouraged creative strategic collaboration among practitioners. Another lesson was that practitioners at all management levels of top management, project leaders, and project staff established distributed business community networks within and outside the company through strategic collaboration based on holistic leadership.

Furthermore, the existence of “community networks (networked knowledge boundaries)” inside and outside the company enabled the integration of different kinds of knowledge and achieved technological innovation (incremental innovation, architectural innovation) in the development of PlayStation as a new product.

Details

Developing Holistic Leadership
Type: Book
ISBN: 978-1-78714-421-7

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Article

Ingunn Johanne Ness

The purpose of this paper is to provide new and deeper insight into how creative knowledge processes are facilitated in multidisciplinary groups working with innovation in…

Abstract

Purpose

The purpose of this paper is to provide new and deeper insight into how creative knowledge processes are facilitated in multidisciplinary groups working with innovation in knowledge-intensive organizations.

Design/methodology/approach

Data were collected through an ethnographic fieldwork following two groups in a Norwegian oil and gas company and one group in a Norwegian research institute working with innovation. The analysis is inductive and conducted within a qualitative framework seeking to go deeper into the complexity of the facilitation of creative knowledge processes. The analytical framework is sociocultural and underscores how new knowledge and ideas are facilitated in the tension between different voices.

Findings

Analyses show how the leaders of the groups facilitated imaginative and creative processes through open dialog by giving room for diverse disciplinary knowledge and stimulating different roles in the groups. The diverse experiences of the occupational disciplines in addition to four complementary roles that ensured group dynamics, stimulated polyphony and creative tension in the groups. This creative tension enhanced the groups’ imagination, which again enabled innovative idea development.

Research limitations/implications

This contribution is limited by looking at three groups in two organizations. On the premise that model generalization depends on extensive empirical data, the current paper should be considered as preliminary/exploratory research that aims at investigating how creative knowledge processes leading to innovative ideas are facilitated in knowledge-intensive organizations.

Practical implications

The paper offers a practical contribution in how leaders can facilitate such creative processes leading to innovative ideas. The paper is a contribution to leadership as a relational and dialogical practice.

Originality/value

The way the creative knowledge processes are orchestrated is visualized in a phase model. The paper contributes to new conceptualizations and thus theory development of leadership by offering polyphonic orchestration as a concept and a way of understanding facilitation from a sociocultural perspective.

Details

European Journal of Innovation Management, vol. 20 no. 4
Type: Research Article
ISSN: 1460-1060

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Article

Are S. Ingulfsvann, Ove Jakobsen and Øystein Nystad

The purpose of this paper is to describe and discuss how and to what extent creative dialogue processes can have an impact on regional political planning processes in…

Abstract

Purpose

The purpose of this paper is to describe and discuss how and to what extent creative dialogue processes can have an impact on regional political planning processes in Norway. Politicians at Nordland County invited representatives from six different regions in Nordland to participate in café dialogues.

Design/methodology/approach

The empirical material is collected from café-dialogues in Northern Norway in which representatives from civil society, business organizations, local government, and NGOs participated. The data processing is based on triangulation of hermeneutic interpretation, frequencies, and factor analysis.

Findings

The findings indicate that most people want a “greener” future; this can be described as sustainable societies based on ecological production, distribution, consumption, and redistribution. People take on a more radical position in their ideas about the future than most politicians. The factor analysis grouped the participants into the following categories; “Ecological economics”, “Small is beautiful”, “Entrepreneurs”, and “Growth and control”. A large number of the participants are categorized either as “Circulation economics” or “Small is beautiful”.

Practical implications

To solve the challenges of modern society politicians can instigate more radical solutions than they are in the habit of doing. The participants in the café dialogues describe fundamental changes in order to attain viable local societies per 2030.

Originality/value

In this paper the authors demonstrate that cultural creatives in the USA give a relevant context for interpreting attitudes to change in small societies in Northern Norway.

Details

International Journal of Social Economics, vol. 42 no. 6
Type: Research Article
ISSN: 0306-8293

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Article

Bryan Rill

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview…

Abstract

Purpose

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview transformation as central to resonant co-creation and overview the theoretical and practical foundations of this approach; and to offer a model on the facilitation of resonant co-creation in organizations.

Design/methodology/approach

Conceptual development with case illustration.

Findings

Resonant co-creation fosters strategic innovation through coaching and facilitation techniques that cultivate awareness, empathy, and advanced communication skills. This results in a fundamental shift in the engagement and interactions of teams, creating a new space for innovation.

Research limitations/implications

The framework offered herein brings conceptual clarity to specific approaches to and applications of resonant co-creation to achieve strategic innovation. By providing perspective on processes leading to innovation, it possible to be more precise about the relationships between consulting practices and stated organizational change outcomes.

Practical implications

The presentation and clarification of the theoretical model (the underlying grammar of facilitation) and specific techniques that can be used to drive worldview transformation can benefit coaches, facilitators, and leaders who wish to implement a co-creative organizational culture or improve outcomes of co-creative programs. By linking theory to practice, this paper can help change makers and managers better justify and implement resonant co-creation within their organizational contexts.

Social implications

Resonant co-creation facilitates an expansion of awareness that can lead to more sustainable business practices and workplace well-being. This benefits society at large through fostering more socially conscious and innovative organizations.

Originality/value

Resonant co-creation is a needed nuance to the very generalized notion of co-creation spread throughout organizations today. Clarifying this approach is useful to both practitioners and researchers who seek to understand or facilitate innovation and organizational change. The originality of this paper lies in the combination of the idea of co-creation with the psychological concept of worldview transformation. By creating shifts in individual and collective (organizational) worldview, resonant co-creation transforms the way people interact and ideate. This paper introduces a grammar of facilitation and specific techniques that shift worldview and create a space for strategic innovation.

Details

Journal of Organizational Change Management, vol. 29 no. 7
Type: Research Article
ISSN: 0953-4814

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Article

David Ballantyne

In this article, dialogue is explored as an interactive process of learning together. This process is often spontaneous and unruly but bounded by a serious intent to reach…

Abstract

In this article, dialogue is explored as an interactive process of learning together. This process is often spontaneous and unruly but bounded by a serious intent to reach mutual understanding. Also, the concept of relationship specific knowledge is introduced to explain how trust between business counterparts develops through dialogue in iterative cycles of learning. Dialogue also brings opportunities for generating new business knowledge, within the firm and between firms, in the form of creative solutions to marketing and supply problems. In this way, mutual value in buyer‐supplier exchanges is enhanced.

Details

Journal of Business & Industrial Marketing, vol. 19 no. 2
Type: Research Article
ISSN: 0885-8624

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