Description
This book uses case studies to analyze how companies have implemented business strategies to adapt from analogue to digital, from hardware-based to software-based, and from incremental to radical innovation, in the new-generation competition. Through this analysis, the distinctive features and challenges of these companies are examined from the perspective of innovation strategy, focusing on dynamic capabilities of the companies. A major objective of this monograph is to identify the key determinants that make up the dynamic capabilities of the companies in international competitive marketplaces. In other words, the analytical focus is on clarifying the consistency and differences between the representative dynamic capability theory and the innovation strategies of companies examined in this study. It also presents management strategies from the perspective of “organizational transformation” when confronting companies with cost-competitive and innovative resources.
The common feature of the studied companies is that entrepreneurial managers and leaders have played the critical roles in creating new business units with organizational transformation. The book demonstrates the differences in innovation strategies from those of typical companies previously analyzed. This book is highly recommended not only to academicians but to businesspeople who seek an in-depth and up-to-date overview of unique innovation strategies of companies that are leaders in global markets.
Table of Contents
Introduction.- Research Reference.- Dynamic capabilities and start-up company: the case of Rapidus, Japanese semiconductor company.- Strategic management in a mature industry the case of motor-bike by Honda.- Success and failure of the development strategy of small jet aeroplane: the case of Honda and Mitsubishi.
