企業の社会貢献活動と組織革新
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概要
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Japanese firms have been confronted by serious environmental changes. One of the changes is the structural change in the market. Many Japanese firms have been trying to adapt themselves to this change by strategic organizational innovation. One of the important characteristics of the innovation is that organizations depend more on the bottom-up process in the formation of business strategy. Another environmental change lies in the relation between business organizations and society. Recently Japanese firms again faced severe criticism from society. They have been answering to it by corporate philanthropy. This paper attempts to clarify the relationship between strategic organizational innovation and corporate philanthropy. The hypothesis of this paper is that the more corporate philanthropy is connected to the firms' business, the more should it reinforce organizational innovation. In other words corporate philanthropy outside the core firms' business, such as donations, would have less spill-over effects on organizational innovation. The paper examines Fuji Xerox and tries to verify the hypothesis. The author could gain qualitative information from the employees of Fuji Xerox who had been voluntarily engaged in the activities of producing socially useful products. The important point is that the activities were strongly connected to the employees' daily jobs in the organization. Analyzing the information, the hypothesis mentioned above is basically supported. The paper also suggests some practical implications.
- 日本経営学会の論文
- 1998-03-10