| Budget Amount *help |
¥2,110,000 (Direct Cost: ¥1,900,000、Indirect Cost: ¥210,000)
Fiscal Year 2007: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2006: ¥1,200,000 (Direct Cost: ¥1,200,000)
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| Research Abstract |
The purpose of this research is clarification of a systematic mechanism of learning organization. People in organizations have always sought, used, and valued knowledge, at least implicitly. Companies understand the value of knowledge that has been developed and proven over time. Knowledge is what makes organizations go. Explicitly recognizing knowledge as a corporate asset is new, however, as is understanding the need to manage and invent in with the same care paid to getting value from other, more tangible assets. The need to make the most of organizational knowledge, to get as much value as possible from it, is greater now than in the past. In external circumstances of rapid change and increased environmental complexity, organizations not only lose stability but more and have to live with uncertainty. In such environment, companies are confronted with a serious problem. Baby boomers face the time of the retirement. It is the Year 2007 problem. The manager is pressed by the necessity the legend of their knowledge. This research supports their approachs. The survey investigation to 4, 300 companies was executed as a research technique. For, the influence that the information sharing system, and the incentive system of the organization give corporate performance is statistically analyzed. It has been understood to adopt the organizational structure of the that promotes the organizational learning. Moreover, informationization was proven and the computer network was proven to be established in the business environment of progress as an important mechanism for organizational learning. The mechanism of such a systematic intelligence sharing was not only shared the organizational knowledge but also effectively functioning as a system that support the creation of new knowledge.
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