イノベーションにおけるフレーミングの硬直化:――組織内共鳴とパワーの理論―― RIGIDITY IN INNOVATION FRAMING:: A THEORY OF RESONANCE AND POWER IN ORGANIZATIONS
This paper's goal is to study the reason for rigidity in innovation framing. Entrepreneurs, typically firms in the modern society, frame innovative techniques to motivate their supporters in the market (in other words, outside of the organization). However, the framing is not always effective. Sometimes important interest groups are not in sync with the framing, and these then refuse to support the innovation. Nevertheless, firms seem to persist in ineffective innovation framing. Why does this phenomenon persist?<br> The answers to this question differ depending on the methodological perspectives of the analyzer. Allison (1971) provided three fundamental perspectives to consider when analyzing an organization's actions: The rational actor model, the organizational process model, and the governmental politics model.<br>We propose three explanations for the rigidity in ineffective innovation framing. The rational actor and the organizational process models are important, but not sufficient because they disregard the political processes and conflicts in organizations, whereas the governmental politics model sees the organization as a combination of groups that have particular values. It also pays attention to the inequality of power that exists within an organization.<br>The following is our rationale for choosing the governmental politics model. First, entrepreneurial groups in organizations frame innovative techniques toward their markets. Second, in spite of the fact that important interest groups in the market are not in sync with the framing, other interest groups with greater power in the organization are in support. Third, entrepreneur groups cannot revise the framing because of the influence of power groups. This is the political explanation for the rigidity in ineffective innovation framing.
日本経営学会誌 37(0), 40-50, 2016