著者

石丸 博

出版者

社会学研究会

雑誌

ソシオロジ (ISSN:05841380)

巻号頁・発行日

vol.30, no.1, pp.77-94,192, 1985-05-31 (Released:2017-02-15)

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One of the focal organizations in interorganizational relations in bureaucracy is the office which plays the role of controlling the activities of each department or ministry. It is possible to devide this control or supervisory office into two types ; 1) the management or integration type and 2) the planning or affainment type. In wartime Japan the Ministry of Finance exemplified the former, and the newly established offices , i. e., the Cabinet Research Bureau (Chosa-kyoku), the Cabinet Planning Agency (Kikaku-cho) and the Cabinet Planning Board (Kikaku-iri) exemplified the latter type. The Finance Ministry came to the fore before the February 26, 1936 Incident. The other side offices tried to gain power after the Incident. That is to say after the Incident, interorganizational relations in bureaucracy showed new structural differentiation or possessed dual focal organizations. In this paper I analysize the conflict processes between two types of control offices after the Incident. I conclude that the Finance Ministry incorporated the Cabinet Planning Board, the last stage of the other side offices, into the interorganizational relations, to great advantage to itself. And it is possible to say that these interorganizational relations, wherein the planning-type control office is incorporated under the influence of the management-type one is the prototype of interorganizational relations in the postwar Japanese bureaucracy which contributes to economic growth.