センスメーキングする組織 : 三菱ふそうハブ欠陥事件から何を学ぶか(自由論題)

抄録

This paper explores the decision process that Mitsubishi Fuso Truck and Bus delayed the recall till March 2004 though a series of accidents due to the hub defect of the trucks happened one after another with the killed and injured because of the tire dropout. Looking back on the article of 'Nikkei Monozukuri' that shows internal material of the Mitsubishi's own investigation (Yoshida and Takano [1] ), it pays attention to what decision making process can be found in the organization. Can you really say that the business structure of Mitsubishi Fuso (or Mitsubishi Motors) was peculiar? The concept of sense-making that Kirl Weick, a postmodern theorist of organizations, has provided will help us to verify the process how the organization recognized the defect problem of the product, the fact was composed and deviated acts from social norm came to arise.