Abstract
This study aimed at exmining organizational revitalization of the commercial organizations, known as “Shotengai” and “Kouriichiba”. Revitalization refers to major changes in how an organization defines its style of operations. The revitalization process is classifiedinto the following four sub-processes:(1) vicious circle and trigger, (2) problem-setting, (3) direction-setting and decision making, and (4) structuring. In the model of organizational revitalizationfor our study, internal and external conditions associated with each processwere identified. Data were obtained from 14 “Shotengai-Kouriichiba” in Kobe, Osaka, and Kyoto areas. Examination of the data collected indicated that trigger factors and drivingforces are key variables for the success of organizational revitalization.
