Communities of Boundaries Generate Convergence
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.
7 Developing boundaries vision capability through practical knowledge leadership – Case studies: Fujifilm, NTT DOCOMO
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Developing boundaries vision capability through practical knowledge leadership – Case Studies: Fujifilm, NTT DOCOMO
7.1 Strategy transformation through “boundaries vision capability”
The challenge for corporate strategies that aim to adapt to the convergence world view, or to implement convergence, is the creation of boundaries and convergence knowledge. This chapter presents factors of practical knowledge leadership, and the boundaries vision capabilities of practitioners that generate the knowledge convergence process – the basis of boundaries innovation through convergence. Practitioners with excellent practical knowledge leadership use boundaries vision capability (see Figures 2.1 and 2.5 in Chapter 2) to inspire and create boundaries knowledge, and dynamically form multilayered networks of communities of boundaries (CoB) required for the creation of convergence knowledge. This chapter describes the cases of leading Japanese precision chemical manufacturer Fujifilm and major mobile communications carrier NTT DOCOMO, and analyses and discusses the dynamics that achieve boundaries innovation through the knowledge convergence process, by the strategic innovation capabilities of practitioners as boundaries vision capability triggers to configure multilayered networked CoB.
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