Knowledge integration through networked strategic communities: two case studies in Japan

Purpose – The article seeks to provide new practical viewpoints regarding the knowledge management and organizational development of new product development through in‐depth case studies. Design/methodology/approach – Due to the exploratory nature of this research and our interest in identifying the main people, events, activities and influences that affect the progress of product innovation, the authors selected the grounded theory style of data interpretation. The authors present a basic framework in which the integration of various organizational boundaries between heterogeneous organizations both inside and outside corporations creates new knowledge. Findings – These case studies illustrate the dynamism in which new knowledge is created by simultaneously promoting the formation of a horizontally integrated network among strategic communities between external partners including customers and a vertically integrated network among strategic communities within the corporation. Originality/value – Provides new practical viewpoints regarding the knowledge management and strategy of technology management.