By Mitsuru Kodama (auth.)
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Extra info for Competing through ICT Capability: Innovation in Image Communication
20): This does help, at least initially, by causing knowledge that has been written down to be organized and made available to the organization. Useful as that step is, however, we’ve found that it is not sufficient to achieve success. It can deal with no more than a small fraction of knowledge in the company – perhaps about 10% of the total. … We found that the vast bulk of the knowledge in Buckman Labs was in the heads of our people – and it was changing every minute of every day. It was not written down.
These experimenters did not design and assemble their own apparatus, but had it custom-made by a semiconductor equipment specialist instead. In contrast to Prof. Nakamura, who fine-tuned his equipment himself (adjusting experimental parameters such as base temperature, gas flow rates, spray angles and chamber configurations needed to produce the thin-film), these lax, big-business researchers’ approach to fine-tuning was decidedly different (they entrusted this to the equipment maker, probably so they wouldn’t get their hands dirty).
Nor is it enough to just combine various specialized knowledge across different organizations within a company. The greatest challenge facing knowledge-integration firms of the Jump phase is to create global networks with best partners and combine the best knowledge from around the world with the knowledge inside the company. 5). The convergence phenomenon has also brought with it new market opportunities through the evolution of net businesses and technological integration, and companies need to formulate strategies to forge ahead in these new markets.
Competing through ICT Capability: Innovation in Image Communication by Mitsuru Kodama (auth.)