組織ルーティンの機能 : 高業績営業部門の調査より
スポンサーリンク
概要
- 論文の詳細を見る
This paper will analyze the mechanism by which organizational learning is induced through routine activities. As the approach to this analysis, we conducted a one-year interview-based survey of the corporate activities of sales divisions that have achieved good results. Based on previous research, we divided organizational routines into three models; "work routines," "administrative work routines," which correct and adjust the work routines through the planning and standardization of tasks and "strategic organizational routines" that have a competitive edge. Strategic organizational routines are composed of four steps, which include innovation, organizational learning, decision making and systems. These steps form the shape of an ascending spiral. Strategic organizational routines are believed to alternate between periods of stability and change. The results of the case studies imply the following two points. The first point is that a series of competencies was achieved through the standardization of decision making tasks and mutual connections among organizational members are created as a result of these competencies. The second point is that organizational learning was realized through the cross-divisional project teams that were established to review the routine activities. Through these processes, organizational routines that have a competitive edge were formed and underwent a series of changes. Organizational routines change through innovation and organizational learning. For these organizational routines to continue to change, the standardization of decision making procedures and systems, which are the "molds" for creating stability, is essential. Strategic organizational routines based on work routines and administrative work routines are thought to be these "molds."
- 2009-10-25