Knowledge-based view of corporate strategy

This paper discusses a framework of the strategy-making process for executing and continuing both the building of a new, ongoing market position and the acquisition of new capabilities so that a corporation could achieve innovation in the future. This paper describes the case of high-tech corporations in the field of Information and Communication Technology which is undergoing intense change in Japan. This paper also would like to present a new viewpoint on knowledge-based theory of the firm based on data obtained from qualitative research into the time series strategy-making process over the past 11 years. These corporations successfully introduced new products and services to the market through a spiraling knowledge integrating approach through networked knowledge communities as a dynamic view of strategy aimed at deliberately and continually creating new markets.