Managing Paradox in a Large Corporation: Challenging a Vision for New-generation Optics

Mitsuru Kodama
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Mitsuru Kodama: Nihon University

Chapter 4 in The Strategic Community-Based Firm, 2007, pp 70-91 from Palgrave Macmillan

Abstract: Abstract This chapter presents a case study of how a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive fields of digital communications in Japan. The corporation accepted a new organizational body imbued with an entrepreneurial spirit supported by different types of personnel and then continuously promoted entrepreneurial strategies based on time pacing. At the same time, with the aim to implement strategic innovation, the company integrated the above strategies with deliberate strategies based on event-based pacing practiced by the existing organizational bodies. This chapter uses a case study to discuss factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, specifically in the creation of new markets, through the deliberate and strategic maintenance and subsequent integration of paradoxical organizations and strategies under a single corporate umbrella.

Keywords: Knowledge Management; Large Corporation; Pace Strategy; Telephone Company; Entrepreneurial Spirit (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62576-1_4

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DOI: 10.1057/9780230625761_4

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