Kimberly & Quinn (1984)

(2005)

(Cummings&Huse1989)

(Lippit1968Nelisen1984)

(Bennis & Mische2002)

(Albrecht1998)


Hamel (1995)

IBM

IBM

(future intent)(sources
of advantage)

(Michael
de Kare-Silver1998)

1. 2.
3. (Prahalad & Hamel1990)

(Hamel & Prahalad1995)

(Micklethwait Wooldridge 2005)

(Porter1996)

90

Hammer & Champy (1993)

Adams (1984) :

Levy & Merry (1986)

Kilmann & Covin (1988) :?

???

Shaheen (1994) :

Davenport (1994) :

(1994) :

Daft (2004) :

 Blumenthal & Haspeslagh (1994)

Vollmann (1996)

Cummings & Worley (1997)

(2003) :

Brown & Moberg (1980) :

(1) : ;

(2) : ;

(3) :

(4) : ;

(5) :
 Robbins (1990)

(1)

(2)

(3)

(4)

(5)

(6)

(1993)

(1) : ;

(2) : ;

(3) : ;

(4) :

Lunberg (1984)

(1) (internal permitting conditions)

(A) :

(B) :



 (C) :

(D) :

(2) (external enabling conditions)

(A) (degree of domain forgiveness):

(B) (degree of organization-domain congruence):

(3) (precipitating conditions)

(A)

(B)

(C)

(D)

(4) (trigger events)

(A)

(B)

(C)

(D)

(E)

Lewin (1958) :
(Unfreezing)(Changing or Moving)(Refreezing)
:


Cummings & Huse (1989)

:

90
Henderson & Venkatraman (1994)

: (Localized Exploitation)(Internal integration)

(Business process redesign)(Business network redesign)
(Business scope redefinition)

Dessler (1992:1995) :

Kotter (2000) :

Burke(1992):

(1) (incremental change) vs. (strategic change)

(2) (discontinuous change) vs. (continuous change)

(3) (strategic change) vs. (operational change)

(4) (transformational change) vs. (transactional change)

(5) (revolutionary change) vs. (evolutionary change)

Nadler & Tushman (1995)

:
 (incremental change) vs.(strategic change)
(anticipatory change) vs. (reactive change)

(incremental change)
(strategic change)

(anticipatory change)
(reactive change)

Nadler & Tushman (1995)

2-1-1 :

2-1-1
: Nadler, D.A. & Tushman, M.L.(1995) Types of Organizational Change:
From Incremental Improvement to Discontinuous Transformation in Discontinuous
Change, Jossey-Bass Publishers.

(1) (Tuning):

 (2) (Adaptation):

(3) (Reorientation):

(4) (Re-creation):

Vollmann(1996) :
Applegate & Zawacki (1997)
: (incremental change)
(rapid change)(random change)

Anderson & Anderson (2001)

1. (Developmental Change)

2. (Transitional Change)

3. (Transformational Change)






(DAveni
1994Hamel & Prahalad1995)Senge (1990)

Yeung, Arthur, Brockbank & Wayne (1994) 90

Prager & Overholt (1994)

(1996)

(empowerment)


(2000)

(2000)

(1)

(2)

(3)

(4)

(5)

(6)

Goold, Campbell & Alexander (1994)

Dirkx & Gilley (2004)

Wirtenberg & Lipsky (2007) (SONY)

SONY

Judd (2003)
(people)4P(the 5th P) -
Judd
(1) (2)

(people-power)

Porter (1985)
Judd (2003)

: (2005)

80

Ohmae (1988)

Ohmae

Kim & Mauborgne (1997)

2-1-1
 2-2-1

: Kim, W.C. & Mauborgne, R. (1997) Value Innovation:

The Strategic Logic of High Growth, Harvard Business Review, Jan.-Feb.

Porter (1985)
:

Porter (1985)

Normann & Ramirez(1993)From Value Chain to Value Constellation:

Designing Interactive Strategy

Prahalad, Ramaswamy, & Krishnan (2000)

Andrews & Hahn (1998)

(value web)

(1999)

Andrews & Hahn (1998) 2-1-2

:
 2-2-2

: Andrews & Hahn, Transforming supply chains into value

webs, Strategy & Leadership 1998 Jul-Aug, p.8

BovetMartha & Kramer (2001) :

(demand pull)
(push driven)

()
()(
)(
)(
) (Bovet et al.2001)

2-1-3

2-2-3

: Andrews & Hahn, Transforming supply chains into value webs,

Strategy & Leadership 1998 Jul-Aug, p.9

Keen & McDonald (2001)

Drucker (1954) The practice of management

Levitt (1960)
Drucker(1973) Management: Tasks,
Responsibilities, Practices

Albrecht(1998)
(customer value package)

(Boulding et al.2005)


Prahalad & Ramaswamy (2002)

Prahalad & Ramaswamy, (2002)

:

:
(2)
(3)
(4)
(5)

:
(1)
(2)
(3)
(4)
(5)

Prahalad & Ramaswamy (2004)

(1) :

(2) :

(3) :




(4) :

(5) :

Prahalad & Ramaswamy (2004)

20
21

Abraham (2004)

Leavy (2004)
(experience environment)

Starbucks

Starbucks
Starbucks
(experience network)

Leavy (2004)

(legitimacy)

(2005)

(2005)