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Corporate Groups and Open Innovation: The Case of Panasonic in Japan

In: Open Innovation through Strategic Alliances

Author

Listed:
  • Hiroyuki Nakazono
  • Takashi Hikino
  • Asli M. Colpan

Abstract

This chapter examines the struggling transformation process of a Japanese corporate group from its conventionally adopted closed technological innovation model to open innovation. The chapter incorporates the structural feature of corporate groups, an operational model characteristic of large Japanese companies, as the critical mediating variable that influences the organizational choice of conventional closed and novel open innovation processes. The corporate group is the organizational design implemented by a firm with the strategy of related diversification that adopts the consequential structure of multidivisional form but recognizes the strategic and operational autonomy of those operating divisions.

Suggested Citation

  • Hiroyuki Nakazono & Takashi Hikino & Asli M. Colpan, 2014. "Corporate Groups and Open Innovation: The Case of Panasonic in Japan," Palgrave Macmillan Books, in: Refik Culpan (ed.), Open Innovation through Strategic Alliances, chapter 0, pages 253-275, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-39450-7_12
    DOI: 10.1057/9781137394507_12
    as

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