PART 1: STRATEGIC KNOWLEDGE CREATION AND THEORETICAL FRAMEWORK OF HOLISTIC LEADERSHIP 1. Business Innovation through Strategic Knowledge Creation 2. Strategic Knowledge Creation Process through Holistic Leadership 3. Theoretical Framework of Holistic Leadership PART 2: IN-DEPTH CASE STUDIES 4. Strategy Transformation based on Holistic Leadership: A Case Study of Apple 5. Collective Management based on Holistic Leadership: A Case Study of Cisco Systems 6. Unique New Product Innovation based on Holistic Leadership: A Case Study of Dyson 7. Corporate Innovation based on Holistic Leadership: A Case Study of SoftBank 8. Corporate Venture Business based on Holistic Leadership: A Case Study of Sony PART 3: CONCLUSION 9. Value Creation through Holistic Leadership 10. Conclusion and Implications
Mitsuru Kodama is Professor of Innovation and Technology Management in the College of Commerce and Graduate School of Business Administration at Nihon University. His research has been published in international journals such as Long Range Planning, Organization Studies, Journal of Management Studies, Technovation, R&D Management and Information Systems Management, among others. He also has published 11 books in English such as Collaborative Innovation (Routledge, 2015), Winning Through Boundaries Innovation (Peter Lang, 2014), Competing through ICT Capability (Palgrave Macmillan, 2012), Knowledge Integration Dynamics (World Scientific, 2011), Boundary Management (Springer, 2009), Knowledge Innovation (Edward Elgar, 2007), among others.
Drawing on corporate management leadership theory, this volume
outlines a theoretical framework for holistic leadership at all
levels and applies it to case studies of Apple, Cisco Systems,
Dyson, SoftBank, and Sony. It discusses the importance of strategic
knowledge creation where new business innovation across different
technologies and industries forms dynamic business ecosystems
through co-creation and co-evolution and the role of the formation
of business communities and holistic leadership, in which
practitioners differentiate and balance their application of
centralized, distributed, and dialectical leadership according to
circumstances and across the formal and information organization
and the psychological boundary. Case studies present the approaches
of these companies to new strategic knowledge creation through the
formation of business communities and holistic leadership and their
use of strategic innovation, strategic collaboration, new product
development, corporate innovation, and corporate ventures.
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