- 著者
- Ayako Aizawa
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- pp.0190725a, (Released:2019-08-09)
- 参考文献数
- 12
- 被引用文献数
- 2
An organization is said to be in an activated state if “(1) the members have a common purpose and (2) they are actively willing to contribute action to accomplish this common purpose” (Takahashi, 1992). Problem solvers that fulfill requirements (1) and (2) play an active role in an activated state. At Company A, which is discussed in this paper and was in a crisis with its performance, employees demonstrated initiative to activate the organization by pursuing Product Identity rather than corporate identity with regard to (1) above. Moreover, this activation started to expand to other companies because of its nature as Product Identity.
- 著者
- Ayako Aizawa
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- vol.17, no.4, pp.171-182, 2018-08-15 (Released:2018-08-15)
- 参考文献数
- 18
- 被引用文献数
- 4
The development and diffusion of compliance activities in Japanese companies from around 2000 can be thought of as a typical example of the institutional isomorphism discussed by DiMaggio and Powell (1983), that is, isomorphism mechanisms that were at work irrespective of performance (Aizawa, 2018a). Snow Brand Milk Products had a corporate scandal in 2000, and the compliance activities it began soon after comprised institutional isomorphism. In actuality, at that time there was no extraordinary worsening of performance, though directly after the scandal in 2002, the company was beset by a worsening of performance that put the company in danger, and it waged its survival on a wide-ranging rethinking of the details of its compliance activities to make them more unique. In addition, it spun off core businesses and transferred some of its shares in order to win back trust. Companies that have confronted management crises and have survived work toward restoring trust using similar methods. In other words, even when the same company doesn’t have selection pressures, institutional isomorphism may arise, and when there are selection pressures, competitive isomorphism may arise.
- 著者
- Ayako Aizawa
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- vol.19, no.3, pp.111-125, 2020-06-15 (Released:2020-06-15)
- 参考文献数
- 24
Fuel economy competition has heated up as a result of the oil crises of the 1970s, the environmental issues occurring since the 1990s, and the Japanese government’s economic policies, so that fuel economy has become a key competition index. However, for engineers who measure fuel economy, it is (i) a vague and unstable metric that fluctuates because of a number of factors and (ii) a quality that does not affect safety and so is not subject to recall. Competitive pressure regarding fuel economy led to arbitrary measurements. This eventually became normalized, and since 2016, cases of organizational corruption in the Japanese automotive industry have been uncovered one after another.