著者

浦 倫彰

出版者

日本経営学会

雑誌

日本経営学会誌 (ISSN:18820271)

巻号頁・発行日

vol.48, pp.42-57, 2021 (Released:2022-12-16)

参考文献数

43

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Research on continuous change is progressing. However, research on the “process” of how to realize radical change is comparatively underdeveloped. Existing theories of change do not fully explain the observations from our qualitative research; however, some researches suggest the process of realizing radical change in continuous change. This paper studies the process of realizing incremental changes that do not have a clear intention in advance to realize radical change. An organization with strong organizational inertia is the subject of this analysis. A real life example in forming, a process to realize a continuous change can be seen in the case of the Sabae city government. The engagement in the Kawada area has brought about changing values in the Sabae city government and its environment. Following the initial small changes in the Kawada area, unintentionally fostered a radical change. My results indicate that three key findings. First, the radical change was unintentional and was caused by an accumulation of two types of incremental change. Second, there are two types of incremental change. One is incremental change through the switch of the context, and the other is incremental change through the expansion of the management agency. Finally, this process was achieved by using a “boundary spanner” at every stage. This article concludes that the process of realizing continuous radical change is the “change process model through expanding the management agency and switching the context.”