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Recovering from SuccessInnovation and Technology Management in Japan$
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D. Hugh Whittaker and Robert E. Cole

Print publication date: 2006

Print ISBN-13: 9780199297320

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199297320.001.0001

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Conclusions and reflections: Emergent models

Conclusions and reflections: Emergent models

Chapter:
(p.298) 17 Conclusions and reflections: Emergent models
Source:
Recovering from Success
Author(s):

D. Hugh Whittaker (Contributor Webpage)

Robert E. Cole (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199297320.003.0017

This chapter attempts to tease out the implications of the individual chapters for the future of innovation and MOT in Japan, beginning with problems in the Japanese ‘knowledge-creating’ company model. The strengths of this model are also its weaknesses. In particular, Japanese companies have had difficulties in accessing external tacit knowledge and global knowledge networks. The emergence of a ‘dual innovation system’ is considered, which consists of a ‘reformed Japanese/large firm model’ and a ‘nascent network model’, both lying between closed and open innovation system model poles. Eight features of the former are identified. Policy, on the other hand, has become oriented toward promoting the latter, with limited success. Relations and tensions between the two are discussed.

Keywords:   MOT, Japanese innovation system, knowledge management, global knowledge networks, dual innovation system, reformed Japanese/large firm model, nascent network model

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