@article{oai:icu.repo.nii.ac.jp:00004589,
 author = {吉澤, さくら and 稲葉, 祐之},
 issue = {84},
 journal = {社会科学ジャーナル},
 month = {Sep},
 note = {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.},
 pages = {67--92},
 title = {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―},
 year = {2017}
}