| Budget Amount *help |
¥3,900,000 (Direct Cost: ¥3,000,000、Indirect Cost: ¥900,000)
Fiscal Year 2010: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2009: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2008: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
|
|---|
| Research Abstract |
Using the data from case studies of organizational deviance in Japanese food industry, we have examined the propositions to explain how organizational or corporate deviance is committed. Our findings support the following propositions.
(1) Organizational deviance is likely to take place when the manager faces any problematic situation or inducing opportunity to make a profit.
(2) When the manager considers the risk of social control is less likely to happen, he decides to engage in organizational deviance.
(3) To repeat organizational deviance, it is important to have corporate structure that covers up its behavior.
(4) After organizational deviance has come to light, the fate of corporation depends on not only the hardness of social reaction, but also corporate's resources such as finances and leadership.
|
