ABSTRACT

This chapter considers the issues behind the big differences in success of Electronics Manufacturing Services (EMS) companies own brand developments, even though they are in the same business environment. It illustrates the strategy transformation undertaken by High Tech Computer (HTC) through the formation of IBC's. As well as being formed within a company, IBC's and boundary networks are formed between different organizations, and thus are also born of the relationships with external development partners and telecommunications carriers. HTC's flexible IBC's and boundary networks in and out of the company make it easy to seamlessly create open and flat organizations for cross-organizational projects, thus giving the company its organizational integrative capability. HTC also incorporates business design capabilities into its boundary vision. Important elements of HTCs corporate innovations are found in its value-based management style and strategic alliances. Based on systems thinking, HTC uses architecture thinking for product innovation aiming for high-performance, high-quality and miniaturization.