Skip to main content
SpringerLink
Log in

Dynamic View of Strategic Management

  • Chapter
  • First Online:
Boundary Management

  • 757 Accesses

Abstract

The business environment surrounding companies in the twenty-first century is changing ever more dramatically. Managers face multiple issues, including business globalization, technological innovation, the maturing of markets, price competition, and environmental problems. In industries with mature markets, the skill of business domain strategy divides winners from losers, and companies that win through enhance their relative corporate value, even in times of low growth. It has been noted that the companies achieving sustainable growth in the world markets in recent years have the following points in common.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 54.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    In the ICT industry, information distribution business models such as i-mode are built through co-evolution arising from coordination and collaboration among content and platform providers. For details see Kodama (2009).

References

  • Burgelman, R. A., Välikangas, L. (2004). Managing internal corporate venturing cycles. Sloan Management Review, 46(4), 26–34.

    Google Scholar 

  • Carlile, P. (2004). Transferring, translating, and transforming: an integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555–568.

    Article  Google Scholar 

  • Chakravarthy, B. (1997). A new strategy framework for coping with turbulence. Sloan Management Review, 38(2), 69–82.

    Google Scholar 

  • Chesbrough, H. (2003). Open Innovation. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Chesbrough, H. (2006). Open business models: how to thrive in the new innovation landscape. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Christensen, C. M. (1997). The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Christensen, C. M., Raynor, M. (2003). The Innovator’s Solution. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Coleman, J. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, 95–120.

    Article  Google Scholar 

  • Day, G., Schoemaker, P. J. (2005). Scanning the periphery. Harvard Business Review, 83(11), 135–148, November.

    Google Scholar 

  • Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179–202.

    Article  Google Scholar 

  • Dyer, J., Hatch, , N. (2004). Using supplier networks to learn faster. Sloan Management Review, 45(3), 57–63.

    Google Scholar 

  • Dyer, J., Nobeoka, K. (2000). Creating and managing a high-performance knowledge-sharing network: the Toyota case. Strategic Management Journal, 24(3), 345–367.

    Article  Google Scholar 

  • Gawer, A., Cusmano, M. A. (2004). Platform Leadership. Boston, MA: Harvard Business School Publishing.

    Google Scholar 

  • Hamel, G., Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 67(3), 63–76.

    Google Scholar 

  • Huston, L., Sakkab, N. (2006). Connect and develop inside Procter & Gamble’s new model for Innovation. Harvard Business Review, 84(3), 58–66.

    Google Scholar 

  • Iansiti, M., Levien, R. (2004). The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Johnson, G., Langley, A., Whittington, R. (2007). Strategy As Practice: Research Directions and Resources. Cambridge, UK: Cambridge University Press.

    Book  Google Scholar 

  • Kaplan, R., Norton, D. (2008). Mastering the management system. Harvard Business Review, 86(1), 62–77.

    Google Scholar 

  • Kim, W. C., Mauborgne, R. (2005). Blue Ocean Strategy. Boston, MA: Harvard Business School Publishing.

    Google Scholar 

  • Kodama, M. (2002). Strategic partnership with innovative customers: a Japanese case study. Information Systems Management, 19(2), 31–52.

    Article  Google Scholar 

  • Kodama, M. (2007a). The Strategic Community-Based Firm. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Kodama, M. (2007b). Knowledge Innovation –Strategic Management As Practice. Cheltenham: Edward Elgar Publishing.

    Google Scholar 

  • Kodama, M. (2009). Innovation Networks In Knowledge-Based Firm – Developing ICT-Based Integrative Competences. Cheltenham: Edward Elgar Publishing.

    Google Scholar 

  • Markides, C. (1999). All the Right Moves: A Guide to Crafting Breakthrough Strategy. Boston, MA: Harvard Business School Publishing.

    Google Scholar 

  • Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(4), 934–948.

    Article  Google Scholar 

  • Montgomery, C. (2008). Putting leadership back into strategy. Harvard Business Review, 86(1), 54–60.

    Google Scholar 

  • Moore, J. (1993). Predators and prey: a new ecology of competition. Harvard Business Review, 71(3), 75–86.

    Google Scholar 

  • Nonaka, I., Konno, N. (1998). The concept of “Ba”: building a foundation for knowledge creation. California Management Review, 40, 40–54.

    Google Scholar 

  • Paduda, G. (2008). Enhancing the innovation performance of firms by balancing cohesiveness and bridging ties. Long Range Planning, 41(4), 395–419.

    Article  Google Scholar 

  • Porter, M. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.

    Google Scholar 

  • Porter, M. (1985). Competitive Advantage. New York: Free Press.

    Google Scholar 

  • Prahalad, C. K., Ramaswamy, V. (2004). The Future of Competition: Co-Creating Unique Value With Customers. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Santos, M., Eisenhardt, K. (2005). Organizational boundaries and theories of organization. Organization Science, 16(5), 491–508.

    Article  Google Scholar 

  • Shapiro, C., Varian, H. R. (1998). Information Rules. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Tushman, M. L., O’Reilly, C. A. (1997). Winning Through Innovation. Cambridge, MA: Harvard Business School Press.

    Google Scholar 

  • Watts, J., Strogatz, S. (1998). Collective dynamics of “small-world” networks’. Nature, 393(4), 440–442.

    Article  Google Scholar 

  • Welch, J., Welch, S. (2005). Winning. New York: Harper Business.

    Google Scholar 

  • Wenger, E. C. (1998). Community of Practice: Learning, Meaning and Identity. Cambridge: Cambridge University Press.

    Google Scholar 

  • Whittington, R. (2004). Strategy after modernism: recovering practice. European Management Review, 1(1), 62–68.

    Article  Google Scholar 

  • Zook, K. (2003). Beyond the Core: Expand Your Market Without Abandoning Your Roots. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Zook, C., Allen, C. (2001). Profit from the Core: Growth Strategy in an Era of Turbulence. Boston, MA: Harvard Business School Press.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. College of Commerce and Graduate School of Business Administration Nihon University, 5-2-1 Kinuta Setagaya-ku, Tokyo, 157-8570, Japan

    Mitsuru Kodama Ph.D. (Professor of Information and Management)

Authors
  1. Mitsuru Kodama Ph.D.
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Mitsuru Kodama Ph.D. .

Rights and permissions

Reprints and permissions

Copyright information

© 2010 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Kodama, M. (2010). Dynamic View of Strategic Management. In: Boundary Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-03789-4_1

Download citation

Publish with us

Policies and ethics

Search

Navigation