Knowledge creation through networked strategic communities

This article provides a new point of view regarding the knowledge management of new product development, a high-tech field requiring the merging and integration of different technologies. Case studies examine the dynamism of the knowledge creation process at Fujitsu Ltd. as it merges and integrates the different elements of broadband network technology, computer and software technology, and multimedia processing technology, and these observations are analysed and compared with the NPD processes at other manufacturers. To achieve the desired product development, a strategic team at Fujitsu, consisting mainly of undisclosed cross-functional middle managers, swiftly transcended Fujitsu's business divisions to form strategic communities inside and outside the company, including customers, and then networked the communities together. The synthesizing capability of the network Leader Group enabled Fujitsu to build new business models aimed at customers and achieve a successful outcome ahead of Japanese competitors.