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Boundaries Synchronization: Case Study of Matsushita Electric and Canon

In: Project-Based Organization In The Knowledge-Based Society

Author

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  • Mitsuru Kodama

    (Nihon University, Japan)

Abstract

The following sections are included:Project Strategies Flexible to ChangesInnovation by Matsushita ElectricDeparture from the past: abolishment and rebuilding of systems in addition to breakthroughsDVD recorder innovationsMyth of "vertical launch" coming into reality: PM divisionReform in manufacturing and the challenge in black-boxing: PAVC and Matsushita SemiconductorProject Network by the Formation of a Flat Hierarchical Organization and ToB NetworkCanon's InnovationsBehind Canon's management reformsCanon's digital camerasInnovations in digital camera developmentSystematic approach to digital camera development projectThe "common determination"Formation of "inter development project ToB"The formation of ToBs between development project and included groupsThe formation of ToB networks between development projects and other organizations or group companiesLeadership team (LT) at top levelBoundaries (ToB) Synchronization

Suggested Citation

  • Mitsuru Kodama, 2007. "Boundaries Synchronization: Case Study of Matsushita Electric and Canon," World Scientific Book Chapters, in: Project-Based Organization In The Knowledge-Based Society, chapter 6, pages 151-191, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9781860948640_0006
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