Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.
This paper considers the difficulty of management style change
through observation of the management style of Company-A,
one of the biggest Japanese IT companies.
Japanese economy grew after World War II until the early
1990’s. During that era, Ba or SECI process worked in
Japanese organizations very well. Further, there was an
ambiguous culture in the background of such characteristics.
Some kinds of ambiguity or adhocracy made positive effects for
Japanese organizational activity, or ambiguity played an
important role for Ba activity. There were nested Ba’s in each
organization with ambiguity. Ambiguous descriptions of roles
for each organizational unit activated nested Ba’s and generated
hot groups.
After the economic crisis, Company-A changed its governance
and gave clear targets for each organizational unit and for each
employee. This change gave new difficulty and diminishes its
competence. The change denied the ambiguity in the
organization but it was the basis of the competence.
Adopting a new system of governance is not a simple activity.
Systems must be adjusted to the culture of the organization.
Company-A should study competitors in different cultures and
adjust the methodology for its culture.
