Abstract
This paper analyzes organization design strategies of Japanese Regional Banks as management action adapting to their environment, from the point of view of Contingency Theory. The global progress of financial deregulation and information technology has been increasing the uncertainty of the management environment of Japanese Regional Banks. As the management task uncertainty increases, the number of unexpected outcomes and exceptions increases until their organization hierarchy is overloaded. So they have been reorganizing their internal organizations to achieve value-added management and the customer satisfaction. By reviewing dynamic design actions, we can find the important management trend of their various strategies that they have been pursuing value-added management by reducing their need for information processing and increasing their information processing capacity.
