企業文化の形成と組織革新 : 日本と中国の事例に基づく企業文化の形成過程に関する研究

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A study was conducted for the purpose of constructing a theoretical model to describe the process of corporate culture (CC) development based on the 4 cases, in which dyanmic processes of generating CC were observed through interview and questionnaire survey methods. Two cases were derived from studies in Japan and the other two were from China. Analyses on these cases suggested that regardless of national differences, the following 5 stages were in operation for generating new CC in the business organization. At Stage 1, top management group perceived critical changes in the environment and recognized something must be done to meet these challenges. The Second Stage emerged when a top group in the organization could create new values that would designate the new direction for the CC change. At the Third Stage, new values were transformed into symbols, designs and various visual identity (VI) items for the purpose of communication through the corporate identity (CI) method and training-educational programs. Then, attempts to change the critical part of organizational structure were undertaken for the Fourth Stage for the purpose of accomodating contents of new values and symbols. The Fifth Stage involved changes in peoples' attitudes and behaviors by reflecting the renewed value system and structure of the organization. 0ut of four cases, two organizatlons completed all five stages and achieved successful changes in CC, while the other two did not, due to missing of either one of these stages.
経営行動科学学会の論文
1993-12-20

企業文化の形成と組織革新 : 日本と中国の事例に基づく企業文化の形成過程に関する研究

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