A framework for designing a large-sized diversified firms
Project/Area Number |
23530428
|
Research Category |
Grant-in-Aid for Scientific Research (C)
|
Allocation Type | Multi-year Fund |
Section | 一般 |
Research Field |
Business administration
|
Research Institution | Hitotsubashi University |
Principal Investigator |
|
Project Period (FY) |
2011-04-28 – 2016-03-31
|
Project Status |
Completed (Fiscal Year 2015)
|
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)
|
Keywords | 組織設計 / 有機的組織 / 機械的組織 / 戦略的相互依存関係 / 組織の〈重さ〉 / 組織の重さ / 組織の柔軟性 / グローバル・ニッチ・トップ企業 / 組織 / 組織デザイン / 官僚制 / ルーチン / ヒエラルキー / 多角化企業 / シナジー / 大規模企業 / 経営組織 / 経営戦略 / 多角化 |
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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Report
(6 results)
Research Products
(16 results)