Skip to main content

Co-creation of Value Through Initiative of a Leader Company and Collaboration of Participating Companies—Case Study of Fujisawa Sustainable Smart Town

  • Chapter
  • First Online:
The Smart City and the Co-creation of Value

Part of the book series: SpringerBriefs in Business ((BRIEFSBUSINESS))

  • 1378 Accesses

Abstract

In this chapter, I will examine a smart city construction project which Panasonic , one of Japan’s major electronics manufacturers, is currently promoting in Fujisawa City in Kanagawa Prefecture. This project is based on Panasonic’s commitment under its new management strategy to provide “comprehensive solutions for the entire house, entire building, and entire town,” and Panasonic is playing the leading role in all aspects of the project from the drafting of the plans to their execution. In addition to Panasonic, however, a large number of partner companies are participating in the project. Therefore, it cannot be said that it is a 100 % Panasonic project. Furthermore, the local government of Fujisawa City is also involved in the project to some extent.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Description of the project is based on materials provided by a representative of Panasonic during an interview conducted by the author on February 26, 2014 at the Panasonic Tokyo Shiodome Building as well as information made public on the company’s website.

  2. 2.

    This situation is not limited to Panasonic alone but also applies to other electronics manufacturers such as Sharp and Sony.

References

  • Andrews, K. R. (1971). The concept of corporate strategy. Homewood, III: Dow Joes-Irwin.

    Google Scholar 

  • Ansoff, H. I. (1965). Corporate strategy: An analytical approach to business policy for growth and expansion. New York: McGraw-Hill.

    Google Scholar 

  • Campbell, T. (2012). Beyond smart cities: How cities network, learn and innovate. New York: Routledge.

    Google Scholar 

  • David, G., Rob, K., & Gordon, M. (2013). Grappling with smart city politics in an era of market triumphalism. Urban Studies, 50(11), 2151–2157.

    Article  Google Scholar 

  • Hamel, G. (1998). Strategy innovation and quest for value. Sloan Management Review, 39(2), 7–14.

    Google Scholar 

  • Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 63–76.

    Google Scholar 

  • Itami, H. (1999). Management of ‘Ba’: A new management paradigm. Tokyo: NTT Publishing.

    Google Scholar 

  • Itami, H., & Karube, M. (Eds.). (2004). Strategy and logic of invisible assets. Tokyo: Nihon Keizai Shinbun-sha.

    Google Scholar 

  • Itami, H., Nishiguchi, T., & Nonaka, I. (Eds.). (2000). The dynamism of ‘Ba’ and the company. Tokyo: Toyo Keizai Shinpou-sha.

    Google Scholar 

  • Kanter, R. (1994). Collaborative advantage: Successful partnerships manage the relationships, not just the deal. Harvard Business Review, 72(4), 96–108.

    Google Scholar 

  • Kodama, M. (2009). Innovation networks in knowledge-based firms: Developing ICT-based integrative competences. Cheltenham, UK, Northampton, MA, USA: Edward Elgar.

    Google Scholar 

  • Kodama, M. (2010). Boundary management: Developing business architectures for innovation. Heidelberg, Dordrecht, London, New York: Springer.

    Book  Google Scholar 

  • Markides, C. (1998). Strategic innovation in established companies. Sloan Management Review, 39(3), 31–42.

    Google Scholar 

  • Mintzberg, H. (1973). Strategy-making in three models. California Management Review, 16(2), 44–53.

    Article  Google Scholar 

  • Mintzberg, H. (1978). Patterns in strategy formulation. Management Science, 24(9), 934–948.

    Article  Google Scholar 

  • Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11, 171–195.

    Article  Google Scholar 

  • Nishida, K. (1965). A full of collection of Kitaro Nishida’s work. Tokyo: Iwanami Shoten.

    Google Scholar 

  • Nonaka, I., & Katsumi, A. (2004). The essence of innovation. Tokyo: Nikkei BP-sha.

    Google Scholar 

  • Nonaka, I., & Konno, N. (1998). The concept of ‘Ba’: building a foundation for knowledge Creation. California Management Review, 40, 40–54.

    Article  Google Scholar 

  • Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company. New York: Oxford University Press.

    Google Scholar 

  • Nonaka, I., & Tokuoka, K. (Eds.). (2012). Business model innovation. Tokyo: Toyo Keizai Shinpou-sha.

    Google Scholar 

  • Nonaka, I., Toyama, R., & Hirata, T. (2008). Managing flow: A process theory of the knowledge-based firm. London: Palgrave macmillan.

    Book  Google Scholar 

  • Prahalad, C. K., & Ramaswamy, V. (2003). The new frontier of experience innovation. Sloan Management Review, 44(4), 12–18.

    Google Scholar 

  • Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experience: the next practice in value creation. Journal of Interactive Marketing, 18(3), 5–14.

    Article  Google Scholar 

  • Rassia, S Th, & Pardalos, P. M. (Eds.). (2014). Cities for smart environmental and energy future: Impacts on architecture and technology. Heidelberg, New York, Dordrecht, London: Springer.

    Google Scholar 

  • Shimizu, H. (2000). ‘Ba’ and co-creation. Tokyo: NTT Publishing.

    Google Scholar 

  • Shimizu, H. (2003). The concept of ‘Ba’. Tokyo: University of Tokyo Press.

    Google Scholar 

  • Steiner, G. A. (1969). Top management planning. New York: Macmillan.

    Google Scholar 

  • Townsend, A. M. (2013). Smart cities: Big data, civic hackers, and the quest for a new utopia. New York, London: W.W. Norton and Co.

    Google Scholar 

  • Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68, 1–17.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Nobuyuki Tokoro .

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer Japan

About this chapter

Cite this chapter

Tokoro, N. (2016). Co-creation of Value Through Initiative of a Leader Company and Collaboration of Participating Companies—Case Study of Fujisawa Sustainable Smart Town. In: The Smart City and the Co-creation of Value. SpringerBriefs in Business. Springer, Tokyo. https://doi.org/10.1007/978-4-431-55846-0_4

Download citation

Publish with us

Policies and ethics