2018 Volume 7 Issue 2 Pages 428-433
In this paper, through the case study of Calbee Co., Ltd., we clarified the conditions of companies that can respond to the paradigm shift of organization management. Calbee has produced hit products such as Kappa-ebisen and potato chips, and now boasts the largest share in the snack industry, but the stagnation period continued for more than ten years since the 1990s. Although the snack market had already been thought to have matured, sales have increased dramatically after Mr. Akira Matsumoto became chairman in 2009, and now Calbee has experienced the second growth period doing. Calbee was able to grow into a productive company by 1) introducing thorough performance outcome, 2) realizing empowerment. In recent years, attention to Calbee is high even in working way reform required nationwide. However, the reform by Matsumoto was a practice that produced results only after the potential developed up until that time. In companies that can respond to the paradigm shift of organization management, creation, communication and sharing of working meaning are thorough. In accordance with the progress of information technology, changes in the external environment have intensified, and it has been considered that "organic organization" is more suitable than "mechanical organization". Bryjolfsson (2004), who discussed the relationship between machinery and human beings, concretely showed "digital organization" as an organic organization. Based on the seven principles of the digital organization, Calbee's management innovation is analyzed, and the importance of empowering employees is clarified, in particular.
