Read more
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.
List of contents
1 "Ma" and Innovation Management.- 2 The Five Types of Ma Thinking and Five Architect Capabilities - Theoretical Concepts.- 3 Ma Thinking and Innovation in Global High Tech Companies-The lessons of business model innovation in Apple and Cisco Systems.- 4 Managing Serendipity through Ma Thinking-the Lessons of the Invention and Commercialization of Blue LED (Awarded the Nobel Prize in Physics).- 5 Industrial Innovation with Ma Thinking- Lessons from Singapore's Economic Development.- 6 Use and Reproduction of Ma in Financial Cooperative Organizations in Japan - with a Focus on Ma in Japan and Financial Cooperatives.- 7 Green Innovation Based on Ma Thinking- The lessons of the Japanese smart city vision.- 8 The Ma of Maeterlinck and Ma of Japanese Maeterlinckians.- 9 "Ma" in Traditional Japanese Theater: The "Ma" of Space and "Ma" of Time.- 10 Ma Thinking in Architectural Space, Mentality and Action - The impact of Ma thinking on lifestyle design.- 11 Comparative Case Studies and New Implications.- 12 Conclusions and Issues for Future Research.
About the author
Mitsuru Kodama is a Professor of Innovation and Technology Management in the College of Commerce and Graduate School of Business Administration at Nihon
University, Japan.
Summary
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.
