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Winning Through Boundaries Innovation

Communities of Boundaries Generate Convergence

Mitsuro Kodama

At present, many companies consider «knowledge» the most important element and the benchmark for maintaining an enduring competitive advantage. The process of strategically acquiring both new boundaries knowledge and convergence knowledge to generate boundaries innovation becomes an important element in acquiring dynamic organizational capability. This is essential for rapidly establishing a company’s market position in new markets and technologies.
This book discusses from a micro-viewpoint different strategies for companies’ sustainable generation of boundaries innovation through the creation of both types of knowledge. It focuses on strategic management activities centered on innovation processes (incremental innovation and radical innovation) in a company.
In the future, the knowledge convergence processes practiced by individuals, groups and organizations inside and outside the company will form the basis of dynamic innovation activities. These will continually create new boundaries knowledge and convergence knowledge, as well as the organizational capability for supporting these.
The «knowledge convergence firm» this book proposes is a new corporate model that achieves sustainable boundaries knowledge by promoting creative, productive friction among people, and between and amongst communities. It does this by implementing knowledge convergence processes at diverse boundaries within and outside the company.
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Boundaries innovation

1.1 Combining incremental and radical innovation

Here in the 21st century, the changes to business circumstances surrounding companies are becoming more pronounced. Business leaders and managers face a wide range of challenges as businesses become globalized, technology is innovated rapidly, networking permeates throughout society and markets mature, and price wars and environmental problems are faced. Obviously in the long-term, businesses must continually produce new products, services and business models to acquire and sustain competitiveness to maintain their growth, but the radical revamp of conventional products and services and the creation of new business models that change existing rules have triggered major transformations in corporate strategy. For instance Apple, a company that brought sweeping changes to music distribution and smartphone businesses, has created new value chains in the ICT industry with its iPod, iTunes and iPhone products.

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