Developing holistic leadership : a source of business innovation / by Mitsuru Kodama.

Format:

Book

Author/Creator:

Kodama, Mitsuru, 1957- author.

Language:

English

Subjects (All):

Leadership.

Physical Description:

1 online resource (332 pages) : illustrations

Edition:

1st ed.

Place of Publication:

London, England : Emerald Publishing, 2017.

Summary:

The book intends to make a contribution to new theoretical concepts and knowledge to existing leadership theory. Through in-depth case studies of international corporations that have achieved business innovation, the book aims to provide new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights. The book discusses in detail theoretical concepts and practical knowledge in the leadership interaction among the different management layers (top, middle and lower layers) and among the different layers (formal layer, psychological boundary layer, and informal layer).

Contents:

Front Cover

Developing Holistic Leadership: A Source of Business Innovation

Copyright Page

Contents

List of Figures

List of Tables

Acknowledgments

About the Author

Preface - Age of Strategic Knowledge Creation and Leadership

Part I: Strategic Knowledge Creation and Theoretical Framework of Holistic Leadership

Chapter 1 Business Innovation through Strategic Knowledge Creation

1.1. New Business Innovation across Different Technologies and Industries

1.2. Why, then, Is the Creation of Strategic Knowledge Important?

Chapter 2 Strategic Knowledge Creation Process through Holistic Leadership

2.1. "Ba" and Knowledge Creation

2.2. Three Practice Layers from the Perspective of "Situation Theory" and "Ba"

2.3. Strategic Knowledge Creation Platform

2.3.1. Framework of Business Communities

2.3.2. Micro Strategies and Business Communities

2.3.2.1. Strategy Context in "Ba" - Who

2.3.2.2. Strategy Context in "Ba" - Why

2.3.2.3. Strategy Context in "Ba" - What

2.3.2.4. Strategy Context in "Ba" - When

2.3.2.5. Strategy Context in "Ba" - with Whom

2.3.2.6. Strategy Context in "Ba" - How

2.3.3. "Ba" and Knowledge Assets

2.3.4. Knowledge Creation Spiral (SECI)

2.4. Organic Linking of the Four Elements of Strategy, "Ba," Knowledge Assets, and SECI across the Three Practice Layers

2.5. Holistic Leadership as a Facilitator of the Strategic Knowledge Creation Process

Chapter 3 Theoretical Framework of Holistic Leadership

3.1. Leadership Morphology in the Formal Organization and Informal Organization

3.2. Distributed Leadership and Centralized Leadership - Perception of New Leadership Theory in Knowledge Creation Theory

3.3. New Framework of Leadership Theory - Holistic Leadership

3.3.1. Informal Organization Layer

3.3.2. Formal Organization Layer.

3.3.3. Psychological Boundary Layer

3.4. Holistic Leadership

Part II: In-Depth Case Studies

Chapter 4 Strategy Transformation Based on Holistic Leadership: A Case Study of Apple

4.1. Innovation through Strategy Transformation

4.2. Strategic Innovation Capability and Leadership - Literature Review and Theoretical Framework

4.2.1. Capability Map and Leadership Map

4.2.2. The Strategic Innovation Loop and Strategic Innovation Capability

4.3. Apple Business Innovation - Overview and Analysis

4.3.1. Innovation through Apple's Strategic Innovation Capability

4.3.2. Holistic Leadership through Knowledge Integration

4.3.2.1. Boundary Vision that Dynamically Changes Corporate Boundaries

4.3.2.2. Teams of Boundaries (ToB) as Business Communities - Creative Dialogue and Four Middle-of-the-Road Points

4.4. Dynamic Range of Knowledge Boundaries

4.5. Apple as a Network Collaboration Organization

4.6. Combination of Hybrid Networks and Movement between Them

4.7. Small-World Networks and Boundary Networks

4.8. Knowledge Integration through Boundary Networks

4.8.1. Internal Integrative Capability

4.8.2. External Integrative Capability

4.8.3. Apple's Innovation Management Model - Linkage between Continuous Change Loops and Incremental Change Loops

4.9. Summary

Chapter 5 Collective Management Based on Holistic Leadership: A Case Study of Cisco Systems

5.1. Cisco Systems as a Leader in the IT Industry

5.2. Cisco's Collaborative Management

5.3. Model, Culture, Process, and Technology as the Four Elements for Achieving Collaborative Management and the Congruence and Integration of These

5.4. Holistic Leadership at Cisco

5.4.1. Dynamic Councils, Boards, and Working Groups as ToB

5.4.2. Centralized Leadership at the Formal Organization Layer.

5.4.3. Dialectical Leadership Demonstrated at the Psychological Boundary Layer

5.5. Cisco as a Networked Collaborative Organization

5.6. Collaborative Management in Pursuit of both Exploration (Innovation) and Exploitation (Existing Business)

Chapter 6 Unique New Product Innovation Based on Holistic Leadership: A Case Study of Dyson

6.1. Overview of Dyson

6.2. Product Development at Dyson

6.3. Product Development Environment and the Organizational Culture at Dyson

6.4. Holistic Leadership in New Product Development at Dyson

6.5. Dyson's Product Development Strategy - Module Innovation (MI), Architectural Innovation (AI), Modular Design (MD), and Module Transfer (MT)

6.6. Dyson's Product Development Framework

6.7. New Product Innovation through Holistic Leadership

Chapter 7 Corporate Innovation Based on Holistic Leadership: A Case Study of SoftBank

7.1. Overview and Strategy of the SoftBank Group

7.2. Characteristics of Softbank's Corporate Innovation - A Strategic Synergy Group where SoftBank Holds Sway without Governing

7.3. Holistic Leadership of SoftBank

7.3.1. Centralized Leadership of SoftBank

7.3.2. Distributed Leadership of SoftBank

7.3.3. Dialectical Leadership of SoftBank

7.4. The SoftBank Triad Organization - The Integration of "Spirit, Techniques, and Strength"

7.5. Triad Leadership Relations and the Formation of a Dynamic, Fractal Organization

Chapter 8 Corporate Venture Business Based on Holistic Leadership: A Case Study of Sony

8.1. Innovation through an Internal Venture

8.2. PlayStation Business Model Innovation

8.2.1. Launch of the New Business

8.2.2. Establishment of SCE through Sony's Holistic Leadership

8.2.3. Strategy for a New Business Model

8.2.4. Knowledge Integration of Different Areas through Community Networks.

8.2.5. Formation of "Ba" and Community Networks

8.2.6. The Relationship between the Community Networks and the Formal Organizations

8.2.7. Community Networks and Knowledge Creation Based on Holistic Leadership

8.3. Holistic Leadership in Technical Innovation - Through the Development of LSI

Part III: Conclusion

Chapter 9 Value Creation through Holistic Leadership

9.1. Dialectical Leadership

9.1.1. Dialectical Management of a Strategy View - Strategy Paradox

9.1.2. Dialectical Management of Management - Paradox of Management

9.1.3. Dialectical Management of Time - Time Paradox

9.1.4. Dialectical Management of Space - Space Paradoxes

9.1.5. Boundary Negotiations through Leadership Interaction at the Middle Management Layer

9.2. Leadership Interaction at Each Management Layer

9.3. Diversified Communities and Holistic Leadership

9.3.1. Boundary Negotiations between Leaderships across Different Companies

9.3.1.1. Synchronization of Leadership

9.3.1.2. Leadership Triggers - Deliberate Processes and Emergent Processes

9.3.2. Integrated Leadership of Distributed Communities

9.4. Practical Wisdom as a Driver of Holistic Leadership - Building Platforms for Value Creation and Community Creation

9.4.1. Establishing a Value Creation Platform and Creating Communities

9.4.2. Practical Wisdom

9.5. Elements of Practical Wisdom that Drive Holistic Leadership

Chapter 10 Conclusion and Implications

10.1. Introduction

10.2. Sources of Practical Wisdom and Holistic Leadership

10.3. Leadership as Process

10.4. Conclusion

References

Index.

Notes:

Includes bibliographical references and index.

Print version record

ISBN:

9781787147591

1787147592

9781787144217

1787144216