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

Knowledge integration through networked strategic communities: two case studies in Japan 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Strategy Series Emerald Publishing

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

Business Strategy Series , Volume 8 (6): 7 – Oct 2, 2007

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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-5637
DOI
10.1108/17515630710684600
Publisher site
See Article on Publisher Site

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.

Journal

Business Strategy SeriesEmerald Publishing

Published: Oct 2, 2007

Keywords: Product development; Knowledge management; Knowledge sharing; Strategic groups; Competences

References