The Smart City and the Co-creation of Value: A Source of New Competitiveness in a Low-Carbon Society (SpringerBriefs in Business)

The original point that differentiates this text from otherwise similar texts is that it looks at the building of smart cities from the viewpoint of an interchange of knowledge among companies in different industries, or ℓ́ℓBaℓ́ℓ as shared context in motion, and emphasizes that the resulting value becomes a source of new corporate competitive advantage. In recent years numerous publications have appeared that analyze smart cities from various perspectives including urban planning and administration, network theory, and innovation. However, few are academic texts that approach the subject from the viewpoint of corporate competitive advantage against a theoretical background in management studies, as this one does. This book is the first full-scale academic work to analyze smart cities from the viewpoint of corporate competitive advantage. Research into corporate competitive advantage includes the positioning and the resource-based views, with the former focusing on companiesℓ́ℓ external environment and the latter on their internal resources. Although these theoriesℓ́ℓ foci of attention necessarily differ, they both developed as tools for analyzing companiesℓ́ℓ relative merits and their chances of succeeding in the marketplace, and they take the common premise that competitive advantage is built through competition among companies. In contrast, this book sees corporate competitive advantage as arising not through competition but through ℓ́ℓco-creationℓ́ℓ among companies. It differs in its approach from existing theories in thinking that emphasizing co-creation over competition enables an analysis that better describes actual conditions when considering smart cities and corporate competitive advantage. Put another way, when new values arise from attempts to exchange and fuse knowledge, expertise, and other factors at the ℓ́ℓbaℓ́ℓ where companies from different industries collaborate, these values are surely brought about through co-creation among companies. Another point regarding this bookℓ́ℓs original perspective on competitive advantage is its emphasis on the relationship between the creation of social value and competitive advantage. The question of the extent to which socially useful values can be created in the markets of the 21st century is closely linked to corporate competitive advantage. The issues of building smart cities and corporate competitive advantage are themes that this perspective can firmly grasp. This book intends to take up three different projects from among the smart-city building developments taking shape in Japan, and undertake case studies based on the theoretical framework outlined above. The central themes will analyze the mechanism of co-creation among companies and the relationship of created value to competitive advantage. This analysis aims to demonstrate one model relating to corporate competitive advantage in the 21st century Preface 6 Contents 9 About the Author 12 1 Smart Cities and Competitive Advantage: A New Perspective on Competitive Edge 13 1.1 Introduction 13 1.2 Progress of Smart City Building Projects Around the World 14 1.3 Review of Previous Research 16 1.4 Examining the Theoretical Framework of Competitive Advantage 17 1.4.1 The Positioning View 18 1.4.2 The Resource-Based View 19 Scarcity 20 The Difficulty of Imitation 20 Consistency with Customer Values 21 1.5 Co-creation and Competitive Advantage 21 1.5.1 Building a Competitive Advantage Through Collaboration 22 1.5.2 Competitive Advantage and the Creation of Social Value 23 1.6 Conclusion 25 References 26 2 A Theoretical Framework for Relationship-Based Strategies 28 2.1 What Is Co-Creation? 28 2.1.1 A Review of Prior Research into Co-Creation 29 2.1.2 Defining Co-Creation 31 2.2 The Presence of ``Ba'' 32 2.3 Synthesis 35 2.4 Emergence 38 2.5 Relationship-Based Strategies as Co-Creation Strategies 41 References 43 3 Co-Creation of Value Generated by a Self-motivated ``Ba''---A Case Study of the Yokohama Smart Community 46 3.1 Introduction 46 3.2 Analytical Framework 46 3.3 Case Study: Yokohama Smart Community 48 3.3.1 Overview of Yokohama Smart Community 48 3.3.2 Yokohama Smart Cell Project 51 3.3.3 Initiatives of BASF Japan 53 3.3.4 Initiatives of Murata Manufacturing Company, Ltd. 54 3.3.5 Initiatives of dSPACE Japan 56 3.4 Fukuoka Smart House Consortium and Nagasaki Smart Society 57 3.5 Implications 60 References 64 4 Co-creation of Value Through Initiative of a Leader Company and Collaboration of Participating Companies---Case Study of Fujisawa Sustainable Smart Town 66 4.1 Introduction 66 4.2 Analytical Framework 66 4.3 Case Study: Fujisawa Sustainable Smart Town (Fujisawa SST) 68 4.3.1 Overview of Fujisawa SST 68 4.3.2 Five Areas of Value Creation in the Fujisawa SST 70 Energy 70 Security 70 Mobility 71 Healthcare 72 Community 73 4.3.3 Process of Value Co-creation 73 4.4 Construction of a New Business Model 79 4.4.1 Panasonic 79 4.4.2 PanaHome 81 4.5 Implications 82 References 84 5 Co-creation of Value Through Collaboration of Government and Companies---Case Study of the Yokohama Smart City Project 86 5.1 Introduction 86 5.2 Analytical Framework 86 5.3 Yokohama Smart City Project (YSCP) 88 5.3.1 Project Missions and Basic Principles 88 5.3.2 Seven Demonstrations 91 Large-Scale Introduction of Renewable Energy 91 Home Energy Management Systems (HEMS) 93 Building Energy Management Systems (BEMS) 93 Thermal Energy Management at the District Level 94 Mutual Supplementation Between Community Energy Management Systems (CEMS) and Large-Scale Power System Networks 94 Next-Generation Transport Systems 95 Lifestyle Reforms 95 5.3.3 Demonstration Results 96 Results for CEMS 96 Results for HEMS (Examples of Success in Multiple Dwellings) 96 Results for BEMS 97 Results for Next-Generation Transport Systems 97 5.4 Value Co-creation in the Yokohama Smart City Project 98 5.4.1 Interview with Toshiba 98 5.4.2 Interview with Hitachi 101 5.5 Implications 104 References 107 6 Theoretical and Managerial Implications 109 6.1 Introduction 109 6.2 Implications Drawn from the Three Case Studies 109 6.2.1 ``Ba'' and Emergence 110 6.2.2 Presence of a Leader 112 6.2.3 Analysis and Synthesis 114 6.3 Economic Value and Social Value 116 6.3.1 Relationship of Economic Value and Social Value 116 6.3.2 Integration of Economic Value and Social Value 118 6.4 Building Competitive Advantage Through Co-Creation 120 6.4.1 Verification of the Establishment of Two Competitive Advantages 120 6.4.2 Requirements for Establishing ``Competitive Advantage Through Co-Creation'' 122 References 126 7 Conclusion 128 7.1 The Significance of the Establishment of a Low-Carbon Society and the Creation of Innovation by the Corporate World 128 7.2 Issues in Establishing Competitive Advantage Through Co-Creation 130 Index 132 The original point that differentiates this text from otherwise similar texts is that it looks at the building of smart cities from the viewpoint of an interchange of knowledge among companies in different industries, or ĺlBaĺl as shared context in motion, and emphasizes that the resulting value becomes a source of new corporate competitive advantage. In recent years numerous publications have appeared that analyze smart cities from various perspectives including urban planning and administration, network theory, and innovation. However, few are academic texts that approach the subject from the viewpoint of corporate competitive advantage against a theoretical background in management studies, as this one does. This book is the first full-scale academic work to analyze smart cities from the viewpoint of corporate competitive advantage. Research into corporate competitive advantage includes the positioning and the resource-based views, with the former focusing on companiesĺl external environment and the latter on their internal resources. Although these theoriesĺl foci of attention necessarily differ, they both developed as tools for analyzing companiesĺl relative merits and their chances of succeeding in the marketplace, and they take the common premise that competitive advantage is built through competition among companies. In contrast, this book sees corporate competitive advantage as arising not through competition but through ĺlco-creationĺl among companies. It differs in its approach from existing theories in thinking that emphasizing co-creation over competition enables an analysis that better describes actual conditions when considering smart cities and corporate competitive advantage. Put another way, when new values arise from attempts to exchange and fuse knowledge, expertise, and other factors at the ĺlbaĺl where companies from different industries collaborate, these values are surely brought about through co-creation among companies. Another point regarding this bookĺls original perspective on competitive advantage is its emphasis on the relationship between the creation of social value and competitive advantage. The question of the extent to which socially useful values can be created in the markets of the 21st century is closely linked to corporate competitive advantage. The issues of building smart cities and corporate competitive advantage are themes that this perspective can firmly grasp. This book intends to take up three different projects from among the smart-city building developments taking shape in Japan, and undertake case studies based on the theoretical framework outlined above. The central themes will analyze the mechanism of co-creation among companies and the relationship of created value to competitive advantage. This analysis aims to demonstrate one model relating to corporate competitive advantage in the 21st century Annotation The original point that differentiates this text from otherwise similar texts is that it looks at the building of smart cities from the viewpoint of an interchange of knowledge among companies in different industries, or "Ba" as shared context in motion, and emphasizes that the resulting value becomes a source of new corporate competitive advantage. In recent years numerous publications have appeared that analyze smart cities from various perspectives including urban planning and administration, network theory, and innovation. However, few are academic texts that approach the subject from the viewpoint of corporate competitive advantage against a theoretical background in management studies, as this one does. This book is the first full-scale academic work to analyze smart cities from the viewpoint of corporate competitive advantage. Research into corporate competitive advantage includes the positioning and the resource-based views, with the former focusing on companies' external environment and the latter on their internal resources. Although these theories' foci of attention necessarily differ, they both developed as tools for analyzing companies' relative merits and their chances of succeeding in the marketplace, and they take the common premise that competitive advantage is built through competition among companies. In contrast, this book sees corporate competitive advantage as arising not through competition but through "co-creation" among companies. It differs in its approach from existing theories in thinking that emphasizing co-creation over competition enables an analysis that better describes actual conditions when considering smart cities and corporate competitive advantage. Put another way, when new values arise from attempts to exchange and fuse knowledge, expertise, and other factors at the "ba" where companies from different industries collaborate, these values are surely brought about through co-creation among companies. Another point regarding this book's original perspective on competitive advantage is its emphasis on the relationship between the creation of social value and competitive advantage. The question of the extent to which socially useful values can be created in the markets of the 21st century is closely linked to corporate competitive advantage. The issues of building smart cities and corporate competitive advantage are themes that this perspective can firmly grasp. This book intends to take up three different projects from among the smart-city building developments taking shape in Japan, and undertake case studies based on the theoretical framework outlined above. The central themes will analyze the mechanism of co-creation among companies and the relationship of created value to competitive advantage. This analysis aims to demonstrate one model relating to corporate competitive advantage in the 21st century The original point that differentiates this text from otherwise similar texts is that it looks at the building of smart cities from the viewpoint of an interchange of knowledge among companies in different industries, or zBay as shared context in motion, and emphasizes that the resulting value becomes a source of new corporate competitive advantage. In recent years numerous publications have appeared that analyze smart cities from various perspectives including urban planning and administration, network theory, and innovation. However, few are academic texts that approach the subject from the viewpoint of corporate competitive advantage against a theoretical background in management studies, as this one does. This book is the first full-scale academic work to analyze smart cities from the viewpoint of corporate competitive advantage. Research into corporate competitive advantage includes the positioning and the resource-based views, with the former focusing on companies' external environment and the latter on their internal resources. Although these theories' foci of attention necessarily differ, they both developed as tools for analyzing companies' relative merits and their chances of succeeding in the marketplace, and they take the common premise that competitive advantage is built through competition among companies. In contrast, this book sees corporate competitive advantage as arising not through competition but through zco-creationy among companies. It differs in its approach from existing theories in thinking that emphasizing co-creation over competition enables an analysis that better describes actual conditions when considering smart cities and corporate competitive advantage. Put another way, when new values arise from attempts to exchange and fuse knowledge, expertise, and other factors at the zbay where companies from different industries collaborate, these values are surely brought about through co-creation among companies. Another point regarding this book's original perspective on competitive advantage is its emphasis on the relationship between the creation of social value and competitive advantage. The question of the extent to which socially useful values can be created in the markets of the 21st century is closely linked to corporate competitive advantage. The issues of building smart cities and corporate competitive advantage are themes that this perspective can firmly grasp. This book intends to take up three different projects from among the smart-city building developments taking shape in Japan, and undertake case studies based on the theoretical framework outlined above. The central themes will analyze the mechanism of co-creation among companies and the relationship of created value to competitive advantage. This analysis aims to demonstrate one model relating to corporate competitive advantage in the 21st century Front Matter....Pages i-xiii Smart Cities and Competitive Advantage: A New Perspective on Competitive Edge....Pages 1-15 A Theoretical Framework for Relationship-Based Strategies....Pages 17-34 Co-Creation of Value Generated by a Self-motivated “Ba”—A Case Study of the Yokohama Smart Community....Pages 35-54 Co-creation of Value Through Initiative of a Leader Company and Collaboration of Participating Companies—Case Study of Fujisawa Sustainable Smart Town....Pages 55-74 Co-creation of Value Through Collaboration of Government and Companies—Case Study of the Yokohama Smart City Project....Pages 75-97 Theoretical and Managerial Implications....Pages 99-117 Conclusion....Pages 119-122 Back Matter....Pages 123-125