Results 101 to 110 of about 279 (134)

NTT DoCoMo's I-mode

2011
In February 1999, Japan’s NTT DoCoMo launched the i-mode service, becoming, with over 34 million active subscribers, undoubtedly the world’s most successful mobile Internet service. While mobile commerce is an often-discussed topic around the world, it is important to look to the success of i-mode in Japan, to gain real insight into the potential for ...
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How NTT DoCoMo created Japan’s mobile Internet

Strategic Direction, 2002
In 1996, Koji Oboshi, president of NTT DoCoMo, foresaw that the demand for new mobile phones would soon peak unless mobiles were developed with new capabilities and services so that consumers would trade in their old mobile for a new, improved one. NTT DoCoMo is Japan’s leading mobile communications company, so the prospect of demand and growth peaking
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NTT DoCoMo and its i-mode Success: Origins and Implications

California Management Review, 2002
In slightly over two years, NTT DoCoMo, Japan's leading wireless telecommunications network provider, has been able to win over 30,000,000 subscribers to i-mode, its mobile Internet service. I-mode represents the first successful implementation of the convergence of the Internet and mobile telephony into a new industry.
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Innovation through networked strategic communities: case study on NTT DoCoMo

Journal of Management Development, 2005
PurposeThe purpose of this paper is to identify key factors for generating new knowledge creation in the fields of high tech requiring the integration of a variety of technologies and business models.Design/methodology/approach – The case study will center on NTT DoCoMo, Japan's largest mobile communications carrier, where the author has had extensive ...
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Strategic community-based theory of firms: Case study of NTT DoCoMo

The Journal of High Technology Management Research, 2003
Abstract This paper presents a case study of how over the last three years a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive mobile internet business field in Japan.
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3G strategy at Nokia, NTT DoCoMo and AT&T

Strategic Direction, 2003
A few years on from the collapse of the telecommunications industry and the dust has well and truly settled. Mobile communication organizations across the globe have come to terms with saturated markets and reduced profit margins. As a result, new strategies are emerging and restructures imminent, all with the focus firmly on one thing: 3G.
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Establishing and managing an innovation network: the case of NTT DoCoMo

International Journal of Entrepreneurship and Innovation Management, 2009
The paper discusses the role of technology companies in establishing private-sector innovation networks and generating new knowledge through partners. The case study of Japan's leading mobile phone operator NTT DoCoMo offers an opportunity to analyse the benefits of 'semi-walled garden' approach (involving technological openness for all parties but ...
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NTT DoCoMo's Launch of I‐Mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective*

Journal of Management Studies, 2007
abstract While innovation and knowledge creation processes and context are interlinked in the real world, scholars frequently ignore or separate context from knowing due to an entrenched sense of ontological and analytical dualism. This paper builds on the organizational knowledge creation theory (Nonaka, 1994) to provide a holistic view of contextual ...
Vesa Peltokorpi, Ikujiro Nonaka, Mitsuru Kodama   +2 more
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NTT DoCoMo and the new global communications culture

2002
NTT DoCoMo, Japan's premier mobile communications company, continues to raise the bar in innovation, setting the pace for the development of wireless communications in the 21st century. The company has been heralded as a model for wireless innovation, expanding into non-voice services, wireless internet, and data and video, among others. On November 12,
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Competitive forces in Japanese mobile telephony: the case of NTT DoCoMo and KDDI

International Journal of Management and Decision Making, 2011
Since its inception in 1973, Hofer's strategic challenge-response model has been used to explain the strategic environment, and the resources and capabilities in which firms meet strategic challenges. In this study, resource-based view (RBV) is used to describe the model, which is then applied to two Japanese mobile telecommunication companies, NTT ...
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