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Sustainable Growth Through Strategic Innovation

Driving Congruence in Capabilities

Mitsuru Kodama

From detailed reviews of existing dynamic capabilities, this book presents a theoretical model of a strategic innovation system as a corporate system capability to enable a large company to achieve strategic innovation. The book includes in-depth case studies to illustrate the importance of strategic innovation capabilities.
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Driving Congruence in Capabilities

Mitsuru Kodama

1.1    Capabilities Map, dynamic capabilities and ordinary capabilities
2.1    Levels of informal organizational forms and boundaries
2.2    Dynamism of dynamic capabilities-generating strategic communities and boundary networks
2.3    Characteristics of three informal organizational systems
2.4    Driving dynamic capabilities by dynamic informal organizational forms
2.5    Capabilities lifecycles on the Capabilities Map
2.6    The strategic innovation system
3.1    Capabilities congruence inside and outside of a company
3.2    Internal and external consistency of capabilities congruence: a dynamic strategic management framework
3.3    Aggregate theoretical concepts of internal capabilities elements
3.4    Business elements of dynamic capabilities in corporate systems
3.5    “Organizational Capabilities” of network integration through the orchestration of co-specialized assets (customers – DOCOMO – Mitsubishi)
3.6    Capabilities congruence through orchestration of co-specialized assets
3.7    Corporate boundaries, assets orchestration, capabilities congruence
3.8    Internal and external congruence through orchestration of co-specialized assets (the Sony PlayStation business model development)
3.9    Internal and external congruence through orchestration of co-specialized assets (strategy transformation from telephones to Internet at NTT DOCOMO)
3.10  Internal and external congruence in the Capabilities Map
3.11  Capabilities abrasion and friction hindering capabilities congruence
4.1    Multi-layered strategic communities in Apple’s iPod and iTunes music store development
4.2    Internal and external congruence through orchestration of co-specialized assets (the Apple case)
5.1    Internal and external congruence through orchestration of co-specialized assets (at Cisco)
6.1    Realization of “intellectual fusion and innovation” through the formation of multi-layered strategic communities
6.2    Generating dynamic capabilities with new corporate governance forming internal and external strategic communities and networked strategic communities: the basic form of the strategic community-based firm
8.1    Dynamic capabilities and ordinary capabilities
9.1    Strategic innovation capabilities through dynamic strategic management
9.2    The “strategic innovation loop” through “strategic innovation capabilities”
9.3    The framework of the sustainable strategic innovation model