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業績回復を牽引する変革型リーダー ― 組織構成要素の変革プロセスモデル―
https://doi.org/10.34577/00004432
https://doi.org/10.34577/00004432d531c32a-fe5d-4bca-8cfa-86f4e15aefe6
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
業績回復を牽引する変革型リーダー ― 組織構成要素の変革プロセスモデル― (1.2 MB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
|---|---|---|---|---|---|---|
| 公開日 | 2019-01-07 | |||||
| タイトル | ||||||
| タイトル | 業績回復を牽引する変革型リーダー ― 組織構成要素の変革プロセスモデル― | |||||
| 言語 | ja | |||||
| タイトル | ||||||
| タイトル | A Transformational Leader to Lead Performance Recovery: A Process Model on the Reform of Four Key Organizational Elements | |||||
| 言語 | en | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| ID登録 | ||||||
| ID登録 | 10.34577/00004432 | |||||
| ID登録タイプ | JaLC | |||||
| アクセス権 | ||||||
| アクセス権 | open access | |||||
| アクセス権URI | http://purl.org/coar/access_right/c_abf2 | |||||
| 著者 |
吉澤, さくら
× 吉澤, さくら× 稲葉, 祐之 |
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| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | This paper aims to model the organizational change and transformational leadership, which enable performance recovery. By looking at two cases that have experienced such significant recovery, this paper analyzes transformational leadership and organizational change successfully leading the transformation of Japanese companies. This study tries to provide an effective point of view on organizational changes toward organizational reform. This paper has two research questions; one is “how can transformational leaders, who lead performance recovery, change organizations?”, the orher is “how do the four key elements of the organization change in the process of organizational reform?”. In order to answer these questions, this paper deals with both organizational change and transformational leadearship theories. Tushman and Romanelli (1985), Tushman and O'Reilly III, and Nadler and Tushman (1992) provide an analytical framework of organizational change. They discribed that there were two kinds of transformational period in the organization’s life, and the organization continued to repeat these two periods (ie. 1. a process of convergence and 2. the periods of reorientation/ re-creation). The difference between them is whether and how the four elements of the organization, “work”, ”informal structure and process”, “people, “formal organizational arrangements” (Nadler and Tushman 1992, pp. 52-54) change. And transformational leader leads the periods of reorientation/ re-creation to recover the company’s peformance. Transformational leadership, which is one of the newer leadership theories, is another analytical framework for this paper. And this paper introduces Kawai's (2006) work, which proposed a process model of transformational leaders' and their followers' organizational reoform, to analyze leader/follower interaction. To build a new realistic model, the paper examined the transforming process of two Japanese companies, Calbee and Japan Airlines, which experienced successful reform under strong transformational leadership. Through analyses of these two cases, a process model, encompassing both analytical frameworks of organizational change and a leader's and followersoth analytical frameworks of organization, was induced from cross case study. In addition, this paper also found the existence of transforming order in four components of organizations. The theoretical implication of the paper is the provision of a detailed and integrated model of a transformational leadership theory and that of organizational change, which accomplished performance recovery. This can be a new point of view, focusing on four crucial organizational elements. As there was a common management process to reform an organization, which accomplished performance recovery through mutual interaction between transformational leaders and their followers. |
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| 言語 | en | |||||
| 書誌情報 |
ja : 社会科学ジャーナル 号 84, p. 67-92, 発行日 2017-09-30 |
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| ISSN | ||||||
| 収録物識別子タイプ | ISSN | |||||
| 収録物識別子 | 04542134 | |||||
