| Budget Amount *help |
¥4,810,000 (Direct Cost: ¥3,700,000、Indirect Cost: ¥1,110,000)
Fiscal Year 2015: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
Fiscal Year 2014: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2013: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2012: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2011: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
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| Outline of Final Research Achievements |
The principal investigator has clarified, through a review of literature on organization studies, that the idea of anti-bureaucracy and pro-organic organization is an illusion. In addition to this, he contends that strategic interdependence that the management defines as the key factors for success in their market competition should be reproduced within the organization. The most important practice of managers in a large firm is vertical communication between superior and subordinate, and not the initiatives for emergent strategies. Even though there exists a shared view among Japanese practitioners and scholars alike that the key for revamping a decayed organization is to empower lower and middle management to take initiatives for emergent strategies and to encourage their lateral communication, it must be a myth, which may lead to a much less adaptability to changing environment.
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