抄録
In this paper, we restructure the “garbage can model” proposed by Cohen et al. (1972), making its simulation process visible for examination.
Previous studies assume that, under “unsegmented structure,” combinations of problems, decision-makers, and solutions are shifted, and decisions are made depending on timing.
However, the results of this paper are different. Under “unsegmented structure,” decision-makers (and occasionally problems) move together and their combinations do not change. In addition, it is under “hierarchical structure” that decisions are made depending on timing.
Besides, it becomes clear that these results from the simulation actually happen. While demonstrating the simulation process to a manager of a firm, we realized that decision-makers' (and problems') behavior under “unsegmented structure” could be observed in the firm. The review of a case study by March & Romelaer (1976) suggests that decisions depending on timing under “hierarchical structure” can be observed in actual organizations.
Through these analyses, two advantages of making the simulation process visible are also clarified. First, it is a convenient tool for confirming the simulation's numerical results and their implications. Second, when we apply the results to an actual organization, it proves to be a strong tool promoting the conversations with managers or staff.
