買収後における官僚制化の進展 : 中小企業売買における統合問題
スポンサーリンク
概要
- 論文の詳細を見る
This paper argues on bureaucratization process at small and medium-sized companies that large-scale companies acquired. Usually, new manager who holds the posts of middle or top management of the acquirer succeeds the top management of the acquired company, and undertakes the bureaucratization at the acquired. I found out two types of bureaucratization through case study about two acquisitions. First type is "relation-oriented bureaucracy", and second type is "task-oriented bureaucracy". Relation-oriented bureaucracy means the management system that while new manager transforms organic management system of the acquired into mechanistic, bureaucratic management system, he tries to remain paternalistic climate. On the other hand, task-oriented bureaucracy means the management system that the new manager changes paternalistic climate at the acquired into depersonalized, bureaucratic climate. Two factors influence the new manager's policy of bureaucratization. First, the stronger performance pressure from the parent company is, the higher the tendency that the new manager chooses task-oriented bureaucracy is. As a related hypothesis, the lower the new manager's status among the parent company is, the stronger he is conscious of performance pressure. Because the performance of his duties at the acquired company influences the possibility of his promotion at the parent company. Second, the higher the degree of bureaucratization at the parent company is, the higher the tendency that the new manager choose task-oriented bureaucracy is. Usually, small and medium-sized company gradually transform into bureaucratic company through increasing organizational size and succession by professional salaried manager. Acquisition by large-scale companies is one occasion to transform rapidly paternalistic company into bureaucratic company for small and medium-sized companies.
- 2006-09-01