断続均衡モデルにおけるプロセスの探索

日産自動車の事例から

抄録

In this research, I explore the process of punctuated equilibrium model, using the case of NISSAN MOTOR Co., Ltd. (NISSAN). Punctuated equilibrium model depicts organizations as evolving through relatively long periods of stability (equilibrium periods) in their basic patterns of activity that are punctuated by relatively short bursts of fundamental change (revolutionary periods). Punctuated equilibrium model has developed in both theoretical and empirical studies. The remaining question is, however, how organizational activities transform in periods of convergence and of reorientation. In other words, punctuated equilibrium model has not been discussed about change process. Meanwhile, the foundation of process research is the three-step model by Lewin, which expresses the process model of change as unfreezing, moving and refreezing. From this model, large amounts of process model have been emerged. Since 2000, various organizational activities have been built process model independently in each activity, such as the change process in organizational identity. Thus, it is extremely difficult to generalize process model from the flow of process research. Consequently, to clarify the process of punctuated equilibrium model requires the theory building from case studies. In the previous research, punctuated equilibrium model has been assumed that most of organizational activities change simultaneously. In this research, however, the process of organizational activity details as the key findings with the case of NISSAN. That is, this research can show a sequential change process, such as the role of leadership to creating strategy and organizational culture, and to spread the change to members in the end.