Competitive advantage in today's complex and global marketplace
is no longer created by the internal resources of a single
organization or organizational group. Businesses must reach beyond
the traditional boundaries of their organization, industry and
market to form diverse networks that can create truly unique
value.
Japan is now in its longest recession of the post-World War II
period. This failure stems from macroeconomic malfunctioning
and--more important--from the country's cultural environment, which
has been inhibiting domestic corporations' abilities to respond to
dire socio-economic issues. As all traditional attempts to
revitalize the economy have failed, creative ideas and purposeful
interventions are necessary for survival. Past business assumptions
must be discarded, the most important of which is the emphasis on
insular business practices that focus on the internal environment
of a single organization or corporate group. Unique value can no
longer by created in a static and limited manner.
To create unique value in the increasingly sophisticated,
advanced and fragmented environment of the global marketplace,
corporations are forming partnerships that cross all societal
boundaries. The authors coin the term "meso-organizations" for such
networks that go beyond the scope of traditional businesses and
bring in individuals, organizations from different industries and
not-for-profit organizations into their business processes, and
that view their environments as extensions of themselves. This book
pulls together and expands on various theories of networks and
knowledge creation to present a framework that captures the complex
nature of today's business domain and processes, and offers
suggestions for wide-ranging collaboration.
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