The innovation in Mazda Hospital that has succeeded in reducing a job separation rate to zero : the analysis based on situated learning theory.

Abstract

 We aimed to discuss an organizational change that Mazda hospital has executed to reduce a job separation rate to zero. We classified the process of the innovation into five points : human relations in the workplace, relations between the hospital and educational institutions, employment of newcomers, relations between the nurse division and the personal division, and the education of newcomers. Then we considered those with a situated learning theory. Especially, we proposed that how they could break through the boundary among different organizations or positions, since “boundary crossing” is the key points to solve a job separate problem.