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New Theoretical Framework and Insights Derived from Comparative Case Studies

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Boundary Management

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Abstract

Considering innovation and organizational change in big business to date, study groups centered on Tushman, Nadler, and Romanelli 3 Closely integrated awareness and frank exchange of ideas among top and middle management teams are frequently seen among outstanding Japanese companies (e.g., Kodama 2007a).

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Notes

  1. 1.

    Interviews were conducted with 22 Japanese companies (12 manufacturing, 2 retail, and 8 IT). The data collected related to problems and issues in-house, mainly with regard to new product and business development activities. The interviews with senior executives and managers were carried out based on conditions of anonymity.

  2. 2.

    The hard disk and excavating industries reveal examples of failures due to innovation dilemmas (Christensen 1997). The main causes for these failures include insufficient grasp of customer needs, insufficient consideration given to compatibility with organizational value standards, and lack of organizational initiatives for new business.

  3. 3.

    Closely integrated awareness and frank exchange of ideas among top and middle management teams are frequently seen among outstanding Japanese companies (e.g., Kodama 2007a).

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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)

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  1. Mitsuru Kodama Ph.D.
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Correspondence to Mitsuru Kodama Ph.D. .

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Kodama, M. (2010). New Theoretical Framework and Insights Derived from Comparative Case Studies. In: Boundary Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-03789-4_6

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