粘着情報の解釈とその構造
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概要
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When a company organization interprets sticky information in order to develop common understanding, what is the best form of interaction between members of the company? In what way does the degree of stickiness influence the relationship between interaction and interpretation? The purpose of this paper is to characterize the process by which a company organization manages sticky information from the above view points. This paper will focus on the cause-and-effect relationship between interaction and information interpretation. The following six hypotheses are proposed. Hypothesis 1: The more members interact actively between sections, the larger the improvement in information interpretation. Hypothesis 2: The more members interact actively within a section, the larger the improvement in information interpretation. Hypothesis 3: When members feel information stickiness to be strong, interaction between sections has a larger effect on the level of improvement of information interpretation. Hypothesis 4: When members feel information stickiness to be strong, interaction within a section has a larger effect on the level of improvement of information interpretation. Hypothesis 5: The more top management and members actively interact with each other, the greater the improvement in information interpretation. Hypothesis 6: when members feel information stickiness to be strong, interaction between top management and members has a larger effect on the level of improvement in information interpretation. To test these hypotheses, I demonstratively analyzed Company A, a small-sized manufacturer in a business-to-business market that manages sticky customer information, as evidenced by the fact that sales staff make up one third of all employees. The results were that hypotheses 2 and 5 were proved and hypothesis 1 was verified to a limited extent. On moderating effects only hypothesis 4 was proved. The reason that interaction between sections was limited can be attributed to the following factors. Interaction between sections incurs high costs and organizational routine is established according to company growth. Company A's structure of information interpretation is that top management has a good perception of the situation, enabling them to manipulate employees.
- 2011-06-25
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