{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/59148"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/59148","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Strategic vision toward the next-generation telecom industry","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.","abstract_html":"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.","abstract_has_math":false,"creators":["Yoshioka, Kenji, S.M. Massachusetts Institute of Technology"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Sloan School of Management.","school":null,"contributors":[],"advisors":["Arnoldo Hax."],"committee_chairs":[],"committee_members":[],"year":2010,"date_issued":"2010","date_published":"2010","updated_at":"2026-07-22T22:21:45Z","subjects":["Sloan School of Management."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/59148","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Arnoldo Hax."]},{"key":"dc:contributor.department","label":"Department","values":["Sloan School of Management."]},{"key":"dc:contributor.other","label":"Dc Contributor Other","values":["Sloan School of Management."]},{"key":"dc:creator","label":"Author","values":["Yoshioka, Kenji, S.M. 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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."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M."]},{"key":"dc:title","label":"Title","values":["Strategic vision toward the next-generation telecom industry"]}]}],"canonical_facts":{"dc:contributor.advisor":["Arnoldo Hax."],"dc:contributor.department":["Sloan School of Management."],"dc:contributor.other":["Sloan School of Management."],"dc:creator":["Yoshioka, Kenji, S.M. 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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."],"dc:description.degree":["S.M."],"dc:identifier.uri":["http://hdl.handle.net/1721.1/59148"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"dc:rights":["M.I.T. theses are protected by copyright. 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