Strategic vision toward the next-generation telecom industry
Name
659539900-MIT.pdf
Description
Full printable version
Size
17.13 MB
Format
Adobe PDF
Checksum (MD5)
bcd1bc4cc6ef88340c7b8578a05095ba
Author(s)
Yoshioka, Kenji, S.M. Massachusetts Institute of Technology
Advisor(s)
Arnoldo Hax.
Date Issued
2010
Publisher
Massachusetts Institute of Technology
Abstract
Telecommunication industry is experiencing volatile change in technology and business model. Every telecom company needs strategy that gives direction through rapidly shifting environment. NTT, Japanese telecom giant is not exception. In this thesis, Delta model is utilized to obtain strategy that leads effective management and operation of future NTT. Another objective of this thesis is to understand the effect of different strategic bias and finding way to overcome difficulty of distinction between strategic opinions. Although Delta model is containing theoretical essence from all strategic fields, it has focus on rational planning and positioning view. This results some difficulty to apply Delta model for NTT that recently biased by emergent strategic view through experiences of continuous fight against threat from emerging new technologies and services. To fill this gap, alternative theories of Disruptive Technology, Invisible Asset, Overextension, and Organizational Knowledge Creation are applied in combination with Delta model and examined. Through experimental mixture of Delta model and alternative theories, I obtained NTT's strategic perspective and recommendations for technology development, business globalization, and preparation against future threat.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 111).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
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