組織変革への経営者育成の適応 : 松下電器産業の事例を中心に
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概要
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Management development in Japanese company has been a major focus of research in management, both theoretical and empirical. The purpose of this study is to discuss the impact of organizational change on management development. We use Thompson et al. model in which they discuss the relationship among context (strategy), development policy, and development practice to describe a case. In this study, we choose Matsushita Electric Industrial to examine those relationships, which is in severe organizational change now. Our research subjects are structural change, development policy, and development practice from the late 1980's to 2002. We found out that strong and non-adaptational policies which emphasize learning by experience and responsibility of supervisor to subordinate development have a great impact on practices. Our findings and consideration are summarized below. 1. Strong and non-adaptational development policies whose origins are the philosophy of the company founder Konosuke Matsushita have existed for forty years. 2. Various OJT and Off-JT development practices, whose forms are adaptational to environmental, strategic, and organizational change, have been existed. Paradoxically, strong and non-adaptational policies have made the company transform their practices. 3. Our empirical research shows that development policies should not be adaptational to context. It is not development policies but development strategies and practices that should be adaptational to the context. If development policies are cohesive and believed as well as organizational values, people working there can find out new development strategies and practices which are not only based on policies but also adaptational to the context.
- 日本経営学会の論文
- 2003-09-10