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"Strategic innovation dynamically brings about strategic positioning through new products, services and business models, and is a dynamic view of strategy that enables a corporation to maintain its competitive advantage and establish sustainable growth. For these reasons, corporations have to be innovators that can reinforce their existing positions through incremental innovation, while at the same time constantly renew or destroy existing business through radical innovation. This book presents a holistic theoretical model, The Strategic Innovation System, as a system of capabilities for companies to achieve strategic innovation. As a subsystem of the Strategic Innovation System, this book presents the concept of the "Capabilities Map", which has characteristics of four different capabilities that correspond to the elements of speed of changes and uncertainty in the environment faced by companies. It explores how companies can change and even evolve their capabilities to achieve strategic innovation, using the latest findings of the systems-view, the process-view and dynamic capabilities-view. The author evaluates management systems that achieve sustainable strategic innovation by utilizing knowledge assets inside and outside of organizations, including those of leaders, rather than simply relying on leaders with strong will. This book will primarily appeal to academics, researchers and graduate students interested in innovation and technology management, digital transformation as well as strategic management and strategy planning and a broader business audience"--

Intro -- Preface and Acknowledgments -- References -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- List of Boxes -- 1: Collaborative Dynamic Capabilities: The Dynamic Capabilities View -- 1.1 The Need for Collaborative Dynamic Capabilities -- 1.2 The Central Concept of Collaborative Dynamic Capabilities -- 1.3 Theory Background: Dynamic Capabilities -- 1.4 Literature Review and Theory Background: Capabilities Map Concept -- 1.5 Strategic Innovation Systems: DC and OC -- 1.5.1 DC in Domain I -- 1.5.2 DC in Domain II -- 1.5.3 DC and OC in Domain III -- 1.5.4 OC in Domain IV -- 1.6 "Strategic Innovation Loop" and "Strategic Innovation Capability" -- 1.7 Chapter Summary -- References -- 2: Service Innovation Through Collaborative Dynamic Capabilities: A Systems Approach -- 2.1 Capabilities Congruence Through Asset Orchestration Processes -- 2.2 Capabilities Congruence In and Out of Corporations: The Systems View -- 2.3 Capabilities Congruence Through Dynamic Capabilities In and Out of Corporation: A Framework for Dynamic Strategic Management in the Systems View Perspective -- 2.4 Conditions for Capabilities Congruence Between Different Stakeholders in Business Ecosystems: A Systems Approach -- 2.4.1 Existing Research and the Concept of Sustainable Business Ecosystems -- 2.4.2 Capabilities Congruence Between Various Players: A Systems Approach -- 2.5 Co-creation and Co-evolution by Linking Radical Innovation Through Exploration and Incremental Innovation Through Exploration -- 2.6 A Framework for Co-creation and Co-evolution in Service Innovation -- 2.7 Chapter Summary -- References -- 3: E-healthcare Service Innovations: In Depth Case Studies in Japan -- 3.1 Service Innovations for Co-creation and Co-evolution: The Case of NTT DOCOMO -- 3.1.1 The E-healthcare Service Innovation Challenge.

Strategic innovation for sustainable growth : reviews of existing capabilities theories, and new propositions -- Dynamic capabilities, ordinary capabilities and strategic innovation capabilities : a dynamic view of capabilities theory -- The concept of capabilities congruence : theoretical framework from three insights -- Apple versus Sony : strategy transformation by capabilities congruence through asset orchestration -- Capabilities congruence through collaboration management at Cisco -- New product innovation through dynamic capabilities : the case of Fujifilm versus Kodak -- Successful and unsuccessful strategic innovation in the mobile telephone industry : the cases of NTT DOCOMO and SoftBank -- Strategic innovation capabilities through capabilities integration : the cases of Qualcomm and TSMC versus Japanese semiconductor manufacturers -- Strategic innovation through sustainable capabilities congruence -- Implications and future research issues : Schumpeter's view of innovation

The book intends to make a contribution to new theoretical concepts and knowledge to existing leadership theory. Through in-depth case studies of international corporations that have achieved business innovation, the book aims to provide new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights. The book discusses in detail theoretical concepts and practical knowledge in the leadership interaction among the different management layers (top, middle and lower layers) and among the different layers (formal layer, psychological boundary layer, and informal layer).

This book focuses on the core theoretical concept of "Ma thinking"--An idea that serves as springboard for the thoughts and actions of distinguished practitioners, innovators, and researchers. The theoretical and practical importance of the Ma concept in new innovation activities lies in the thinking and activities of the leading practitioners. However, there is little academic research clarifying these characteristic dynamic transition mechanisms and the synthesis of diverse paradoxes through recursive activities between formal and informal organizations to achieve integration of dissimilar knowledge. .--

With the development of the aging society and the increased importance of emergency risk management in recent years, a large number of medical care challenges - advancing medical treatments, care & support, pharmacological treatments, greater health awareness, emergency treatments, telemedical treatment and care, the introduction of electronic charts, and rising costs - are emerging as social issues throughout the whole world. Hospitals and other medical institutions must develop and maintain superior management to achieve systems that can provide better medical care, welfare and health while

ICT capability can be seen as having an intrinsic relationship with the intangible assets of practical knowledge that stems from the experiences of people and organizations. This book analyses and examines the components of ICT capabilities based on the results of surveys of ICT usage made at the global level. It considers four elements of ICT capability that promote knowledge creation activities through particular modes of use of video communication tools (ICT application capability, dialectical dialogue capability, context architect capability, and boundaries consolidation capability). It also illustrates that the dynamic relationship of these four elements promotes the formation of business networks and the formation, maintenance and development of knowledge communities, and leads to new knowledge creation. The author of this volume has more than 15 years of practical experience in product development, sales and marketing in the ICT field, especially in the field of collaboration tools, and has accumulated field studies and results. It is significant that since this book relates to the image collaboration tools that are very likely to take on the key role of knowledge creation in ICT management in the coming era, it will not only offer new practical implications to practitioners with regard to 'ICT strategy' and 'ICT management, 'but also open up new theoretical implications regarding strategic management and these research domains to expansion and development.

"Business architecture" is a concept for optimizing corporate boundaries aimed at realizing targeted business models and corporate system design involving stakeholders. To optimize the corporate boundaries, companies must partially and/or wholly optimize the individual management elements s (strategy, organization, technology, operation, and leadership) comprising the corporate system that has achieved congruence with its environment. The type of management concerned with optimizing these corporate boundaries and the corporate systems that consist of individual management elements is referred to in this book as "boundary management." The concept of "boundaries congruence" inside and outside the corporate system, and the formation of an optimal architecture concerned with environmental change and with management elements such as strategy, organization, technology, operation, and leadership are key to implementing dynamic strategic management. This book presents the concept of "business architecture" and optimizing processes as a corporate system based on multiple corporate case studies (Sony, NTT-DATA, NTT-DoCoMo, Toyota, Honda, Omron, Takara, Recruit, First Retailing, Panasonic, and Canon)