著者

洞口 治夫

出版者

法政大学経済学部学会

雑誌

経済志林 (ISSN:00229741)

巻号頁・発行日

vol.85, no.4, pp.381-402, 2018-03

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This article discusses the relevance of three concepts from Hirschman's book, Exit, V oice, and Loyalty: Responses to Decline in Firms, Organizations, and States, to the power structure of corporate management. When one adds the administration of the organization to the model, one can expect some internal action patterns to emerge in an organization in decline. When the administration needs to reduce the number of the organization's members, it will try to "exclude" some members and "disregard" them. In such organizations, these members are involved in repetitious routine, so they work with little motivation to improve their productivity. The administrative managers thus ought to deal with less motivated members. We call such situation "inertia." While exit, voice, and loyalty correspond to the voluntary intention of individuals who join the organization, exclusion, disregard, and inertia are collective action patterns on the part of the members of the administration that can be adopted in the organization's hierarchy. If such a pattern becomes prevalent, it is impossible to expect self-purification processes inside the organization even when the firm breaks the law, for instance, by engaging in faulty internal auditing, inadequately observing quality control standards, or neglecting the requirements of legal compliance.