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January 22, 2005

Carley(1998)

Kathleen M. Carley and Ju-Sung Lee. "Dynamic Organizations:
Organizational Adaptation in a Changing Environment". Advances in
Strategic Management, Vol.15, pp.269-297, 1998.
あなたとわたしは違うのね．
わたし，確信してしまったわ．
というわけで，ウィスキーのコーラ割をのみながら，ポイントをメモ．
なるほど，ポーターからきてるのね．
ぼくらのは強いていえばバーニーよりかな．
# メモのメモ：Porter(1996)はコピってきましたよ，と．

In this paper, we examine the dynamic relationship between
strategy, structure and performance. Following Porter's (1996) argument
we see organizations as having an operational component where
performance improves when the organization performs the same activities
better than other organizations, and a strategic component where
performance improves because advantageous choices were made about how
to do things differently than other organizations.(pp.270)

この辺の話は狂おしいほどに同意．

Most theories of strategic choice and organizational design
speak to the relative advantage of different choices or designs in
different situations (Argyris, 1996; Hannan and Freeman, 1977; Lawrence
& Lorsch, 1967). Such theories provide some guidance for
organizational change. However, such theories often take a fairly
static view of design, suggesting one-to-one mapping of design and
environment or task, without considering the ability of the
organization to change to a new design or the impact of past design on
current performance. In other words, such theories tend to emphasize
either strategic change or operational change, without recognizing the
connection between the two.
(pp.271)

組織の構造を考えるときにノードベースのperspectiveだけで，以下のことがいえるのはおかしい．
ここで表現できるformにどれだけの意味があるのか，はなはだ疑問．

The flexibility of this formalism is such that many common
organizational forms can be represented in it; for example, teams,
hierarchies, matrix, m-form, and market structures can all be
represented.
(pp.275)

この話は必ず書かれているので，Carleyがポイントとしているところなのだと思う．
これからは，このモデルがベースをdescriptiveなアプローチとしていることがわかる．
ぼくらのは根本はnormativeなアプローチですのよ．

In a detailed empirical study of investment banking Eccles
and Crane (1988) argued that the process of strategic change in
organizational design gone through by human organizations is an
annealing process. Base on this empirical argument we have chosen to
model the process of strategic adaptation as an annealing process using
simulated annealing.
(pp.276)

組織ってのを唯一軸から評価するアプローチ．
ぼくらはmultipleな軸で考えていく．
つか，そのほうが妥当だと思う．

The goal of the annealing process is to find that state which minimizes costs (or in our terms, maximizes performance).
(pp.276)

この記述からもわかるのは，このモデルは組織の適応のさまを記述することに重点を置いているということ．
このモデルからは，組織が学習により組織を変革して環境へと適応していくという，永続的な適応プロセスが見えてこない．
cooling scheduleがあるのがクリティカルだ．
これはgivenなものにされているけれど，現実の問題はこのcooling scheduleをどう変えていくか，たとえば冷えた状態から，適応の必要性を感じて，温かな状態に移るということだからだ．

However, the likelihood that the CEO will take risks
decreases with time as the organization ages and so becomes more rigid
in its behavior (possibly due to cultural constraints). Overtime, the
number of high risk moves decreases (Stinchcombe, 1965b) as teh
organization locks into a certain way of doing business and so gets
trapped by its competency (Levitt & March, 1988). Initially the CEO
chooses what change to evaluate more or less randomly. Over time,
however, the CEO will learn what types of changes are most likely to
generate positive expectations. As time goes on, the CEO will
increasingly choose to evaluate those changes that were most often made
in the past. In other words, the CEO will over time increasingly
exploit known ways of doing work and solving problems; for example, "in
the past we often hired new personnel so I will consider hiring new
personnel."
(pp.278)

唯一の関連研究群の元のモデルであるところのORGAHEADの説明．
だがしかし，ORAGHEAD恐るるにたらず，ということなのかな．
# センセもあんまり神経質にならなくてよいよ，おっしゃっていたので，そういうことなのだろう．
# それよりもgeneral systems theoryよりのorganizational cyberneticsがやばい．面白い．
workingpaperのほうに詳細な比較を後で書こう．

ORGAHEAD can be characterized as a computational testbed
for exploring the relative impact of various structural and cognitive
constraints on organizational performance. It has been informed by
empirical studies both on individual learning by humans and on
adaptation within human organizations. ORGAHEAD is a very versatile
program in which the user can specify the initial organizational
structure of the organization (or set of organizations), whether agents
employ standard operating procedures or experience in making decisions,
how much training agents receive, how much agents remember, the amount
of information the agents can process, the type of strategic changes
allowed, the initial likelihood of the allowable changes, the maximum
frequency of change, the rate at which the organization becomes risk
averse, the "function" the organization is trying to optimize (e.g.,
performance or performance subject to minimizing communication), the
task environment, several types of "triggers" for change (such as
change in task environment or destructuion of resources), and a variety
of other factors. There are a wide range of virtual experiments that
can be run using ORGAHEAD.(pp.295)

Posted by ysk5 at January 22, 2005 10:06 PM