Organizational Changes in the Heavy Machinary Enterprises in Changing Japanese Ecomicand Social Structure

日本经济社会结构变迁中重型机械企业的组织变迁

• 批准号: 07610199
• 负责人: KOBAYASHI Koichiro
• 金额: $ 1.22万
• 依托单位: TOYO UNIVERSITY
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 1995
• 资助国家: 日本
• 起止时间: 1995 至 1997
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-07610199/
• 关键词: Heisei Economic Period; Heavy-Machinary Enterprise; Organizational change; Envionmental Problems; Informationalization; Organizational Culture; Strategy; Social Research; 組織構造; 組織文化; 外部環境への対応

This research aims to study the organizational structure and culture changes of six heavy-machinary enterprises in Heisei low-growth economic period from the level of their perception foword the economic and social change and their accomodation to it, the environmental problems and informationalization. At the same time, we tried to consider the research methodology sociologically lepistemologically.In Heisei period, when the high-knowledge accumulating and resources recycling structure are continuing, strengthened the divisional system as fundamental organization unit and the group of enterprises as mnagement unit.Some outcomes as followed : recognized the positive or negative accomolation to the surrounding, changes in market and investiment and informational advancement ; felt changes in strategy and organizational form, but very few the patterm of behaving and organizational culture(habitus) ; high interest inenvironmental problems(pallution, re-cycling) ; estimated positive and negative results by informationalization ; at organizational culture dimension, recognized more inner-than outside openness and more stability of position than innovation. Identified the differences in division, hierarchy and job.

本研究旨在从企业对经济社会变化的感知与适应、环境问题和信息化水平等方面，研究平成经济低增长时期六家重型机械企业的组织结构与文化变迁。在平成时代，在高知识积累和资源循环结构持续的情况下，强化了作为基本组织单位的事业部制和作为经营单位的企业集团。认识到对环境的积极或消极适应，市场和投资的变化以及信息的进步;在战略和组织形式上感受到了变化，但很少感受到行为模式和组织文化（习性）的变化;对环境问题有很高的兴趣（污染、再循环）;通过信息化估计阳性和阴性结果;在组织文化维度上，员工更认同内部开放性而非外部开放性，更认同职位稳定性而非创新性。确定了分工、层级和工作的差异。