文档介绍：ARTICLE IN PRESS
Technovation 27 (2007) 15–29
ate/technovation
Innovation through boundary management—a case study
in reforms at Matsushita electric
Mitsuru KodamaÃ
Information and Management, College merce and Graduate School of Business Administration, Nihon University,
5-2-1 Kinuta Setagaya-ku, Tokyo 157-8570, Japan
Abstract
In fiscal 2001, Matsushita electric, a traditional Japanese manufacturer of general electrical appliances, recorded the largest loss in its
history. Then, following drastic structural reforms, pany’s business results experienced a rapid V-shaped recovery. By
transforming its product development strategy from the old technology-led type to a customer-led type and implementing far-reaching
organizational reforms, Matsushita emerged as a global leader in the field of digital household appliances. The source of Matsushita’s
new product development capability was founded on the formation of a number of munities (SCs), which represent the
organizational boundaries within and outside Matsushita panies, and anizational integration of these SCs. In this
paper, the author uses a detailed case study to describe the mechanism of boundary management that enabled Matsushita electric to
simultaneously establish a new market position and petitively advantageous capability in the hi-tech field of digital
appliances by balancing vertically integrated SCs and horizontally integrated SCs.
r 2005 Elsevier Ltd. All rights reserved.
Keywords: Innovation; Boundary; munity; Network; Cooperate strategy
1. munities and the positioning of research Japan. Matsushita has been achieving new heights in
profits and market share particularly with hi-tech products
With the advances of IT in recent years, there has been a in which semiconductor, software, opto-electronics, broad-
growing need to merge different technologies, to develop munications, and other technologies have been
products and services that span different industries, and to integra