1;Preface and Acknowledgement;5 2;Contents;7 3;1 Dynamic View of Strategic Management;10 3.1;1.1 Dynamic Competitive Environments and New Business Models;10 3.1.1;1.1.1 New Competition and Strategic Positioning;10 3.1.2;1.1.2 Business Ecosystems as New Competitive Rules;12 3.2;1.2 The Need for Dynamic Strategic Management Theory;14 3.3;1.3 Strategic Management as Practice Process;14 3.4;1.4 Boundaries Congruence Through Boundary Management;16 3.5;1.5 The Aims and Structure of This Book;19 3.6;References;22 4;2 Theoretical Framework of Dynamic Strategic Management Through Boundary Management;24 4.1;2.1 The Optimal Design of Corporate Boundaries;24 4.2;2.2 The Concept of Business Architecture;25 4.2.1;2.2.1 Strategy as Business Architecture;27 4.2.2;2.2.2 Technology as Business Architecture;27 4.2.3;2.2.3 Organization as Business Architecture;28 4.2.4;2.2.4 Operation as Business Architecture;31 4.2.5;2.2.5 Leadership as Business Architecture;31 4.2.6;2.2.6 Dynamic Process of Business Architecture;31 4.3;2.3 Strategic Management in a Dynamic Environment;31 4.3.1;2.3.1 Positioning- and Resource-Based Views;33 4.3.2;2.3.2 Environment Adaptive Strategy;34 4.3.3;2.3.3 Environment Creation Strategy;39 4.4;2.4 Managing Corporate Innovation Streams;40 4.5;References;42 5;3 Developing New Business Models Through Dynamic Boundary Management: Case Studies of Sony and NTT-DATA;45 5.1;3.1 Innovation by Internal Corporate Venture (ICV);45 5.2;3.2 Sony: A Case Study;46 5.2.1;3.2.1 Starting Up a New Business;46 5.2.2;3.2.2 Integrating Knowledge from Different Fields Through Network Concepts;50 5.2.3;3.2.3 SWS and SWS Network Creation;51 5.3;3.3 NTT-DATA: A Case Study;54 5.3.1;3.3.1 New Business Model Development;54 5.3.2;3.3.2 Building Flattened Organizations and Organic Networks;55 5.3.3;3.3.3 Construction Innovations;58 5.3.4;3.3.4 Marketing Innovations;60 5.3.5;3.3.5 Content Innovations;62 5.4;3.4 Gathering and Integrating Distinct Creative and Practical Knowledge;64 5.5;3.5 Optimizing Boundaries Congruence for Business Architecture;66 5.5.1;3.5.1 Optimizing Boundaries Congruence in SCE;66 5.5.2;3.5.2 Optimizing Strategic Framework Through Boundaries Congruence in NTT-DATA;68 5.6;References;69 6;4 Developing New Broadband Services by Dynamic Collaboration Through Strategic Boundary Networks: A Case Study of NTT DoCoMo;71 6.1;4.1 Innovation Through Synthesis of Exploration and Exploitation;71 6.2;4.2 Case Study: Mobile Phone Business Innovation;73 6.2.1;4.2.1 DoCoMo's Innovations;74 6.2.2;4.2.2 Phase 1 (1992--1998): The Challenge of Voice Communication;74 6.2.3;4.2.3 Phase 2 (1999--2004): The Challenge of Multimedia;77 6.2.3.1;4.2.3.1 Forming ''Small-World Networks'' (SWN) Within DoCoMo;79 6.2.3.2;4.2.3.2 Forming ''Exploratory Networks'' with CPs;80 6.2.4;4.2.4 Phase 3 (2004 to Present): The Challenge of a Lifestyle Tool;86 6.3;4.3 Forming Small-World Networks Within the Company;89 6.4;4.4 Network Integrative Competences Through Leadership Teams;90 6.5;4.5 The Dynamic Boundaries Congruence of Business Architecture;93 6.6;References;98 7;5 New Knowledge Creation Through Leadership-Based Strategic Community;100 7.1;5.1 Introduction;100 7.2;5.2 Networks of Strategic Communities;100 7.3;5.3 Summary of an In-depth Case;103 7.3.1;5.3.1 Current Status and Issues in the Field of Veterinary Medicine in Japan;103 7.3.2;5.3.2 Formation of Strategic Community and Networked Strategic Communities;105 7.3.3;5.3.3 Innovation in New Knowledge Creation;112 7.4;5.4 Results and Discussion;112 7.4.1;5.4.1 Characteristics of Networked SCs;113 7.4.2;5.4.2 Synthesizing Capability Through Dialectical Leadership of Community Leaders;115 7.5;5.5 Managerial Implications: Toward the Realization of Strategic Community-Based Organizations;117 7.6;5.6 Conclusion;119 7.7;References;119 8;6 New Theoretical Framework and Insights Derived from Comparative Case Studies;122 8.1;6.1 New Business Creation by Transformation;122 8.1.1;6.1.1 The Importance of Change Management;122 8.1