変革ルーティンに注目した組織変革のプロセス

－地方自治体の企画部門に関する事例分析－

抄録

Existing studies cleared that previous change of a given type increase the probability of similar change in the future. This momentum change is based on organizational routines. This view emphasizes that previous change allows organizations to create change routines. This study find that change routines is not statics but variable by reviewing the way of the command tower to the way of respecting independence of autonomy. The variable process of change routines is as follows. The Bureau in charge displayed leadership and presented the vision of this Bureau that supports the organization. The sense-giving of presenting this vision influenced the sense-making of section chiefs regarding their reform of working practices through repeated discussions between manager and section chiefs. Then, through sense-making after sense-giving, the idea of improving operations from the perspective of the entire organization was formed, and the Bureau in charge was able to proactively review operations and systems that affect the organization. By conducting these efforts, the Bureau in charge was able to change previous change routines. This initiative of this Bureau has encouraged other Bureau to take action.