- 著者
- Yoshiaki Yamashiro
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- vol.18, no.2, pp.37-49, 2019-04-15 (Released:2019-04-15)
- 参考文献数
- 13
- 被引用文献数
- 3
In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of the sales organization, where “autonomy is maintained if an organization achieves KPIs.” In other words, in organizations where each sales office achieves KPIs and has good performance, the high level of autonomy in each office is preserved, and the offices (a) may make their own improvements to organizational routines and (b) will not have the organizational routines of other organizations forced on them. In organizations with good performance, it was observed that organizational routines (a) evolve uniquely in each sales office and (b) undergo an adaptive radiation where they are not rolled out to other sales offices.
- 著者
- Yoshiaki Yamashiro
- 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.1, pp.11-21, 2018-02-15 (Released:2018-02-15)
- 参考文献数
- 13
- 被引用文献数
- 2
Many motorcycle dealers are family businesses, and they are rather oriented to short-term sales and do not operate only on logic without an emotional stake. Harley-Davidson Japan (HDJ) set up an authorized dealership system made up only of dealers with no capital relationship and did not directly manage dealers. This paper examines the period from 1991 to 2008, when Toshifumi Okui was the CEO of HDJ, during which time HDJ maintained top market share among large motorcycle companies in Japan and was a successful example of distribution system integration for other motorcycle manufacturers. For the dealers to implement HDJ’s intentions, the formal side of HDJ’s distribution system integration focused on the institutionalization of a “no control sales zero policy” and a “multilayer human relationship building policy.” However, critical to these were informal handwritten letters from the top-level management and the “Tokyo Court.”
- 著者
- Yoshiaki YAMASHIRO
- 出版者
- グローバルビジネスリサーチセンター・東京大学MERC
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- vol.14, no.4, pp.193-203, 2015-08-15 (Released:2015-08-15)
- 参考文献数
- 14
- 被引用文献数
- 4 8
The three criteria proposed by Albert and Whetten (1985) for organizational identity were summarized as (a) central, (b) distinctive, and (c) enduring. They reinforce a traditional image of identity as (a) unparalleled, (b) unique, and (c) unchanging over time. Ashforth and Mael (1989), representative work of social identification, understand this to be the case. However, Albert and Whetten (1985) expanded (a), (b), and (c) and asserted that (a′) if identities are stated, several identities may exist and not just one, (b′) if a comparison with others and self-classification can be performed, then an identity need not be unique, and (c′) if an identity has continuity, it may change over time. Based on this, the range of application for the concept of identity can be extended to organizations, enabling an analysis of organizational identity, particularly an analysis of organizational identity change.