Contents -- Preface and Acknowledgement -- 1. Project-based Organizations -- 1.1. Why Are Project-based Organizations Necessary? -- 1.2. The Philosophy of Project-based Organizations -- 1.3. Community of Practice and Collectivity of Practice -- 1.4. "Project-based Organizations" as "Teams of Boundaries" -- 1.5. Teams of Boundaries and Strategic Communities: The Empirical Background -- 1.6. Structure of this book -- 2. Project Networks as Marketing Innovation - The Challenge of the Mobile Communications Businesses -- 2.1. Exploration and Exploitation -- 2.2. Case Study: Mobile Phone Business Innovation -- 2.2.1. DoCoMo's innovations -- 2.2.2. Mobile phone phase one (1992 to 1998): the challenge of voice communication (See Figure 2.1) -- 2.2.3. Mobile phone phase 2 (1999 to 2004): the challenge of multimedia (See Figure 2.2) -- Forming teams of boundaries (ToBs) within DoCoMo -- Forming project networks with CPs -- 2.2.4. Third phase (2004 to present): the challenge of a lifestyle tool (See Figure 2.2) -- 2.3. The Formation of Teams of Boundaries -- 2.4. Network Competencies through Leadership Teams -- 3. Boundary Innovation through Project Networks - J-Phone and Sharp Take on the Challenge of Camera-Loaded Mobile Phone Development -- 3.1. The Fusion of Organizational and Technological Boundaries -- 3.2. J-Phone's (Vodafone's) "Sha-mail" -- 3.3. Joint Development by J-Phone and Sharp -- 3.4. J-Phone's Incubations with Specific Corporate Clients Collaboration between Businesses in Different Industries -- 3.4.1. Accelerating the popularization of "Sha-mail" applications in the medical field -- New business model combining communication and broadcasting services -- 3.4.3. New business model promoting the creation of consumer communities -- 3.5. Sharp's Technology Integration -- 3.6. Establishing Competitive Dominance with Networked ToBs.

3.7. Conclusion -- 4. Radical Innovation through Integrative Competencies of Project-based Organization: Case Study of Mitsubishi Electric -- 4.1. Introduction -- 4.2. Visual Communication -- 4.3. Trends in Global Visual Communications -- 4.4. Changes in the Product Architecture and Market for Visual Communication Systems -- 4.5. New Challenges for Mitsubishi Electric -- 4.5.1. New videophone development -- 4.5.2. Development of a new multipoint connection unit (MCU) -- 4.6. New Framework Resulting from the In-depth Case Study -- 5. Business Model Innovation through Boundary Management: Case Study of PlayStation by Sony -- 5.1. Innovation by Means of Corporate Ventures -- 5.2. A Case Study of Sony -- 5.2.1. The beginning of a new enterprise -- 5.2.2. Strategy for a new business model -- 5.2.3. Integration of different areas of knowledge by project network formation -- Formation of ToB and LT and networking -- 5.2.4. Relativity of ToB networks and formal organizations -- 5.2.5. PlayStation technological innovation -- 5.2.5.1. Development of dual wavelength laser compatible optical pickup: realization of architectural innovation -- 5.2.5.2. Towards architectural innovation and radical innovation of LSI -- Incremental innovation through miniaturization of manufacturing processes and smaller chip size -- Architectural innovation by integration and replacement of knowledge assets -- The challenge of shifting from incremental innovation to radical innovation -- The dynamics of the Cell development project system -- Training project leaders and team leaders -- 6. Boundaries Synchronization: Case Study of Matsushita Electric and Canon -- 6.1. Project Strategies Flexible to Changes -- 6.2. Innovation by Matsushita Electric -- 6.2.1. Departure from the past: abolishment and rebuilding of systems in addition to breakthroughs -- 6.2.2. DVD recorder innovations.

6.2.2.1. Myth of "vertical launch" coming into reality: PM division -- 6.2.2.2. Reform in manufacturing and the challenge in black-boxing: PAVC and Matsushita Semiconductor -- 6.3. Project Network by the Formation of a Flat Hierarchical Organization and ToB Network -- 6.4. Canon's Innovations -- 6.4.1. Behind Canon's management reforms -- 6.4.2. Canon's digital cameras -- 6.4.3. Innovations in digital camera development -- 6.4.4. Systematic approach to digital camera development project -- 6.4.4.1. The "common determination" -- 6.4.4.2. Formation of "inter development project ToB" -- 6.4.4.3. The formation of ToBs between development project and included groups -- 6.4.4.4. The formation of ToB networks between development projects and other organizations or group companies -- 6.4.5. Leadership team (LT) at top level -- 6.5. Boundaries (ToB) Synchronization -- 7. Use of Project Formation to Stimulate Innovation in a Traditional Big Business: Case Study of Communications Businesses in Japan -- 7.1. Management Change in Corporation -- 7.2. Digital Communication Revolution at NTT -- 7.2.1. Top management builds project-based organization -- 7.2.2. Project-based organization characteristics and emergent and entrepreneurial strategies -- 7.2.2.1. Terminal adapter development -- 7.2.2.2. NTT and Microsoft cooperation: MSN, the Microsoft Network (MSN) -- April 1996 service startup -- 7.2.2.3. Promoting business through joint ventures - establishing GrR HomeNet Corporation -- 7.2.2.4. G-Square for Internet shopping and goo, the search engine -- 7.2.3. New projects arising from mixed projects -- 7.3. New and Practical Insights into this Case -- 7.3.1. Creating project-based organizations in a heterogeneous organization -- 7.3.2. Radical change of organization culture -- 7.3.3. Integrating strategies -- 7.3.4. Leadership by project leaders.

8. Innovation by Project-based Organizations -- 8.1. Exploitation and Exploration by Project-based Organizations -- 8.2. Strategy By Project-based Organizations -- 8.2.1. Formation of project-based organizations -- 8.2.2. Microstrategy formulation using project-based organizations -- 8.2.3. Implementing a micro strategy through project-based organizations -- 8.3. The Strategy Dynamics of Project-based Organizations and Project Formation Dynamic Chain Reaction -- 8.4. Knowledge Integration through ToB Network -- 8.4.1. 'Internal integrative competencies' -- 8.4.2. 'External integrative competencies' -- 8.4.3. Dynamics of ToB and ToB network formulations - strategy practices process performed by practitioners -- 8.4.3.1. Phase 1: project startup -- 8.4.3.2. Phase 2: intra-organizational activities -- 8.4.3.3. Phase 3: extra-organizational activities -- 8.5. ToBs and ToB Network as Macro-Micro Linkages -- 9. Implications and Conclusions -- 9.1. Trigger Business "Chemical Reactions" Both Inside and Outside the Organization! -- 9.2. Building a Foundation for a Project Culture -- 9.3. Form Project Networks for New Innovations! -- Bibliography -- Index.