Project-Based Organization in the Knowledge-Based Society

The following sections are included:

• Preface and Acknowledgement

• Contents

The following sections are included:

• Why Are Project-based Organizations Necessary?

• The Philosophy of Project-based Organizations

• Community of Practice and Collectivity of Practice

• "Project-based Organizations" as "Teams of Boundaries"

• Teams of Boundaries and Strategic Communities: The Empirical Background

• Structure of this Book

The following sections are included:

• Exploration and Exploitation

• Case Study: Mobile Phone Business Innovation
  • DoCoMo's innovations
  • Mobile phone phase one (1992 to 1998): the challenge of voice communication
  • Mobile phone phase 2 (1999 to 2004): the challenge of multimedia
  • Third phase (2004 to present): the challenge of a lifestyle tool

• The Formation of Teams of Boundaries

• Network Competences through Leadership Teams

The following sections are included:

• The Fusion of Organizational and Technological Boundaries

• J-Phone's (Vodafone's) "Sha-mail"

• Joint Development by J-Phone and Sharp

• J-Phone's Incubations with Specific Corporate Clients Collaboration between Businesses in Different Industries
  • Accelerating the popularization of "Sha-mail" applications in the medical field
  • New business model combining communication and broadcasting services
  • New business model promoting the creation of consumer communities

• Sharp's Technology Integration

• Establishing Competitive Dominance with Networked ToBs

• Conclusion

The following sections are included:

• Introduction

• Visual Communication

• Trends in Global Visual Communications

• Changes in the Product Architecture and Market for Visual Communication Systems

• New Challenges for Mitsubishi Electric
  • New videophone development
  • Development of a new multipoint connection unit (MCU)

• New Framework Resulting from the In-depth Case Study

The following sections are included:

• Innovation by Means of Corporate Ventures

• A Case Study of Sony
  • The beginning of a new enterprise
  • Strategy for a new business model
  • Integration of different areas of knowledge by project network formation
  • Relativity of ToB networks and formal organizations
  • PlayStation technological innovation
    • Development of dual wavelength laser compatible optical pickup: realization of architectural innovation
    • Towards architectural innovation and radical innovation of LSI

The following sections are included:

• Project Strategies Flexible to Changes

• Innovation by Matsushita Electric
  • Departure from the past: abolishment and rebuilding of systems in addition to breakthroughs
  • DVD recorder innovations
    • Myth of "vertical launch" coming into reality: PM division
    • Reform in manufacturing and the challenge in black-boxing: PAVC and Matsushita Semiconductor

• Project Network by the Formation of a Flat Hierarchical Organization and ToB Network

• Canon's Innovations
  • Behind Canon's management reforms
  • Canon's digital cameras
  • Innovations in digital camera development
  • Systematic approach to digital camera development project
    • The "common determination"
    • Formation of "inter development project ToB"
    • The formation of ToBs between development project and included groups
    • The formation of ToB networks between development projects and other organizations or group companies
  • Leadership team (LT) at top level

• Boundaries (ToB) Synchronization

The following sections are included:

• Management Change in Corporation

• Digital Communication Revolution at NTT
  • Top management builds project-based organization
  • Project-based organization characteristics and emergent and entrepreneurial strategies
    • Terminal adapter development
    • NTT and Microsoft cooperation: MSN, the Microsoft Network (MSN); April 1996 service startup
    • Promoting business through joint ventures — establishing GrR HomeNet Corporation
    • G-Square for Internet shopping and goo, the search engine
  • New projects arising from mixed projects

• New and Practical Insights into this Case
  • Creating project-based organizations in a heterogeneous organization
  • Radical change of organization culture
  • Integrating strategies
  • Leadership by project leaders

The following sections are included:

• Exploitation and Exploration by Project-based Organizations

• Strategy by Project-based Organizations
  • Formation of project-based organizations
  • Microstrategy formulation using project-based organizations
  • Implementing a micro strategy through project-based organizations

• The Strategy Dynamics of Project-based Organizations and Project Formation Dynamic Chain Reaction

• Knowledge Integration through ToB Network
  • 'Internal integrative competencies'
  • 'External integrative competencies'
  • Dynamics of ToB and ToB network formulations — strategy practices process performed by practitioners
    • Phase 1: project startup
    • Phase 2: intra-organizational activities
    • Phase 3: extra-organizational activities

• ToBs and ToB Network as Macro-Micro Linkages

The following sections are included:

• Trigger Business "Chemical Reactions" Both Inside and Outside the Organization!

• Building a Foundation for a Project Culture

• Form Project Networks for New Innovations!

The following sections are included:

• Bibliography

• Index