Ambidextrous Global Strategy in the Era of Digital Transformation

Preface
Contents
Editor and Contributors
1 Research Framework: Ambidextrous Strategy in the Era of Digital Transformation
1 Introduction
2 Ambidexterity and Innovation
2.1 Innovation Stream Model
2.2 Theorem of Twin Concepts
3 Ambidexterity for Global Strategy
3.1 Integration and Responsiveness of International Business
3.2 Role of Subsidiaries and Ambidextrous Global Strategy
3.3 Ambidextrous Supply Chain Integration Capability
4 An Ambidextrous Strategy in the Era of Digital Transformation (DX)
5 Conclusion
References
2 Ambidextrous Global Strategy for Emerging Markets: Toward Responsive Market Competitiveness
1 Introduction
2 Ambidextrous Strategy for Emerging Markets
2.1 Integration and Responsiveness of International Business
2.2 Role of Subsidiaries and Ambidextrous Global Strategy
3 Case Study
3.1 Case Study Methods
3.2 Case Study of UV Headquarters and Local Subsidiaries
4 Conclusion
References
3 Global Ambidextrous Spillover Strategy: A Case Study of Korean Firms
1 Introduction
2 Literature Review
2.1 Korean Firms’ Global Strategy
2.2 Localization of MNCs’ Human Resources and Ambidexterous Global Strategy (AGS)
3 Case Studies
3.1 LG’s Global Strategy
3.2 Localization Strategy in India
3.3 Extending the India Localization Strategy to Poland
4 Conclusions and Implications
References
4 Integration and Dispersion of Innovation and Marketing Capabilities: Case Studies of Japanese Global Firms in Korea
1 Introduction
2 Literature Review
2.1 Relationship Between Headquarters and Foreign Subsidiaries
2.2 Global Strategy of Japanese Firms
3 Case Studies
3.1 Methodology
3.2 Findings
4 Conclusion
References
5 Ambidextrous Knowledge Transfer Strategy in the Era of Digital Transformation
1 Introduction
2 Ambidextrous Knowledge Transfer of MNCs and Barriers to Learning
3 Methodology
3.1 Case Selection
3.2 Firm-OH and Two Subsidiaries (OHV and OHC)
4 Case Findings
4.1 The Job Proficiency Level of Skilled Workers and Cognitive Schema
4.2 Comparison of Humans and the Automated Machines
4.3 Role of Leadership: The Key Components in the Knowledge Transfer Process
4.4 Propositions of Knowledge Transfer of MNCs
5 Conclusion and Implications
References
6 Ambidextrous Offshoring and Reshoring Strategy: Case Illustrations of Japanese Manufacturing Firms
1 Introduction
2 Ambidextrous Offshoring and Reshoring Strategy
3 Case Studies
3.1 Overall Trend of Recent Japanese Reshoring
3.2 Case Studies
4 Conclusion
References
7 Knowledge Exploration and Exploitation Within Multinational Corporations Through International Assignments: The Role of Expatriates and Repatriates
1 Introduction
2 Literature Review
2.1 The Role of Expatriates: Transfer Knowledge and Control
2.2 International Assignments: Training Expatriates
2.3 The Role of Repatriates: Explore and Reverse Transfer Knowledge
2.4 Problems Related to the Dispatch of Expatriates and Repatriates
3 Research Methodology
4 Case Study
4.1 Company Overview and Advancement Within China
4.2 Expanding Business in China
4.3 Shortage of Human Resources Associated with Overseas Business Development
4.4 Training Expatriates Through the Young Dispatch System
5 Results of Analysis
5.1 Organizing Facts That Were Discovered
5.2 Developing Preliminary Expatriates and Discovering Well-Qualified Expatriates
5.3 Promoting the Growth of Young Employees
5.4 Development of Support System Within the Home Country Site
5.5 Internationalization of the Headquarters
6 Conclusion and Future Issues
References
8 Ambidextrous Product Development Strategy: Case Study of Korean Shipbuilding Firms
1 Introduction
2 Literature Review
2.1 What Is Supply Chain Integration?
2.2 Complexity and Product Architecture
2.3 Catch-Up Patterns in Shipbuilding Industry
3 Case Study
3.1 Hyundai Heavy Industry Corporation (HHIC)
3.2 Samsung Heavy Industry Corporation (SHIC)
3.3 Japanese Firms
3.4 Competitiveness Comparison: Korea, China, and Japan
4 Conclusion
References
9 Ambidextrous Supply Chain Strategy: Comparison of Korean and Japanese Steel Firms
1 Introduction
2 Literature Review and Theoretical Framework
2.1 Types of Supply Chain Integration
2.2 Factors Affecting Supply Chain Integration
2.3 Supply Chain Integration as a Strategic Alternative
2.4 Research Framework: Ambidextrous Supply Chain Integration Capability
3 Steel Makers by Crude Steel Production
4 Case Studies
4.1 Nippon Steel Corporation
4.2 Pohang Iron and Steel Company
4.3 Hyundai Steel Company
4.4 Summary of Case Studies
5 Conclusion and Implications
References
10 Ambidextrous Process Architecture Strategy: A Comparative Study of Construction and LCD Panel Flat-Glass
1 Introduction
2 Literature Review
2.1 Previous Research
2.2 Architecture-Based Approach
2.3 Innovation Stream Framework of Ambidextrous Architecture Strategy
2.4 Research Focus
3 Comparative Analysis: Construction Flat-Glass and LCD Panel Flat-Glass
3.1 Market Analysis
3.2 Process Architecture Analysis: Construction Flat-Glass
3.3 Process Architecture Analysis: LCD Panel Flat-Glass
4 Case Study of AGC
4.1 Development and Production of Construction Flat-Glass
4.2 Development and Production of LCD Panel Flat-Glass
4.3 Organizational Change
5 Discussion and Implication
References
11 Ambidextrous Network Building Strategy: A Case Study of Yamato Holdings
1 Introduction (Status of Japan’s Trucking Industry)
2 Case Study: Yamato Holdings
2.1 Company Profile
2.2 Change in Transaction Method
2.3 Lineage of Overseas Expansion
3 Case Study of Exploration and Exploitation Transaction Methods
3.1 Phase 1 (B2B to C2C Transition from 1976)
3.2 Phase 2 (C2C to B2C Expansion, Around 2000–)
3.3 Phase 3 (C2C and B2C to B2B Expansion from 2003)
4 Examples of Exploration and Exploitation of Overseas Expansion
4.1 Exploring and Exploiting Taiwan
4.2 Exploration and Exploitation of Singapore and Malaysia
5 Conclusion
References
12 Ambidextrous Organization in East Asian Traditional Industries: An Empirical Analysis of Japanese Agricultural Corporations
1 Introduction
2 Literature Review and Hypotheses
3 Research Methods
4 Results and Analysis
5 Discussion and Conclusion
References
13 Perception of Crisis and Ambidexterity for Innovation: Multiple Case Study Analysis of Japanese Firms
1 Introduction
2 Consideration of Previous Research
2.1 Organizational Ambidexterity in Innovation
2.2 View from Organizational Routine Theory
2.3 Theorem of Twin Concepts
3 Methodology
4 Case Study
4.1 Innovation Projects of Eight Firms
4.2 Case Analysis
5 Discussion
References
14 An Outlook for the Ambidextrous Global Strategy in the Era of Digital Transformation
1 Innovation in the Era of Digital Transformation
2 Business Strategies Required in the Digital Transformation Era
2.1 Artificial Complexity and Systems Thinking
2.2 Business Strategies Required in the Era of Digital Transformation
3 Closed–Open Business Model
3.1 Are Closed and Open Innovation Conflicting?
3.2 Personal and Organizational Knowledge: Evolution of Organizational Knowledge Through AI
4 Ambidextrous Supply Chain Integration Capability Building in the Ear of DX
4.1 Supply Chain Integration Strategy with Product Planning and Development
4.2 Manufacturer–Supplier Integration and Inter-Organizational Capabilities
4.3 Logistics Integration Practices
4.4 Supply Chain Integration Performance
4.5 Infra Supporting Supply Chain Integration
4.6 Supply Chain Integration Challenges
4.7 Building an Ambidextrous Supply Chain Integration Capability (ASCIC) in the Era of DX
5 Conclusion
References