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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 renewing or destroying 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 Building 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.
List of contents
List of Tables
List of Figures
Preface
Acknowledgements
1 The need for a new theoretical model, and the research approach of this book
2 Capabilities building through dynamic capabilities approach
3 Capabilities building through the innovation process approach
4 Capabilities building through the exploitation and exploration approach
5 Strategic innovation system - a new theory from synthesis of prior literature
6 The Strategic Innovation System - Multi-Case Analyses in High-Tech Companies
7 The Asset Orchestration Process based on the Boundaries-based View (BBV) and the Attention-based View (ABV) - A Longitudinal Study of the Mobile Communications Industry
8 Implication and Future Research Issues
Index
About the author
Mitsuru Kodama is Professor of Innovation and Technology Management in the College of Commerce and Graduate School of Business Administration at Nihon University. He has published 17 books in English such as Managing IT for Innovation: Dynamic Capabilities and Competitive Advantage (Routledge, 2021), Developing Holistic Strategic Management in the Advanced ICT Era (Series on Technology Management Vol. 35) (World Scientific Europe, 2019), Sustainable Growth Through Strategic Innovation (2018), Developing Holistic Leadership (2017), Collaborative Innovation (Routledge, 2015), Winning Through Boundaries Innovation (2014), Competing Through ICT Capability (2012), Knowledge Integration Dynamics (World Scientific, 2011), Boundary Management (2009), Project-Based Organization in the Knowledge-Based Society (Series on Technology Management Vol. 12) (2007), and articles in several international scholarly journals. Prior to joining University, he was working as a project leader at NTT and NTT DOCOMO for around 20 years. He received R&D 100 Awards 2003 in R&D Magazine (US).
Summary
This book presents a holistic theoretical model, The Strategic Innovation System, as a system of capabilities for companies to achieve strategic innovation.
