RESEARCH ON ORGANIZATIONAL MANAGEMENT AND THE REFLECTION ON THE PARADIGM SHIFT

Abstract

 Japanese companies need to break away from the old Japanese style of management and pursue a new method of organizational management. The traditional Japanese management style took root during the period of rapid economic growth from 1955 to 1972. At the time, the industrial structure was vertically integrated within companies. However, as digitalization progressed from 1980s, the international horizontal division of labor among companies developed. The relocation of factories in developed countries to China, South Korea, and Southeast Asia caused irreversible damage to Japan's labor-intensive manufacturing industry.

 In intellectual-intensive industries, individual creativity is emphasized. Organizational management that links the results produced based on individual knowledge to the overall value of the organization or company is necessary. Rather than emphasizing the “isms” and “philosophies” that were necessary for management to achieve efficient production in the days when labor-intensive manufacturing was dominant, it is necessary to carry out management with corporate logic as a sufficient condition while maintaining the corporate ethics required by stakeholders as a necessary condition.

 The introduction of a knowledge management system is a practical activity to transform tacit knowledge into formal knowledge and utilize it systematically. As the various activities that have been practiced tacitly will be verbalized, the personnel who created the knowledge will be able to reflect on their own activities and deeply understand their meaning. Furthermore, the practice of sharing formal knowledge can be expected to progress within the organization. The level of collective knowledge accumulated at the organizational level will also increase dramatically. The autonomous collective knowledge gained in this way can be used to achieve high profits and sustainable growth and, ultimately, realize corporate ethics.