@article{oai:nagoya.repo.nii.ac.jp:00008981,
 author = {吉田, 孟史 and YOSHIDA, Takeshi},
 issue = {3},
 journal = {経済科学},
 month = {Dec},
 note = {Serious crises are said to enable organizations to realize that they have to start their turnarouds.  By that time, however, they have taken a lot of makeshift and piecemeal measures to cope with the crises and exhausted a considerable sum of valuable resources.  Therefore they do not have sufficient resources to devise new regeneration plans.  Why do organizations not start their self-regeneration before crises get close?  Because they lack awakening senses of ‘doubt’, ‘surprise’ and ‘wonder’, which shake up the sleeping organizations.  Doubts break up their hard, take-for-granted and implicit assumptions and force organizations to rethink what they mean for their operation and strategy.  Surprise and wonder are caused by meeting of unfamiliar and mysterious phenomenon.  Organizations facing them have to carry out patchy means to make sense of and deal with them.  And in the process they begin to abandon familiar routines and devise new pattern of behavior.  Doubt and surprise/wonder together induce organizations to recognize need of their own change, start it with affluent resources and move to a new lifecycle cycle to follow a different track of sound growth.},
 pages = {25--42},
 title = {組織の自己再生　－疑いと驚きの役割－},
 volume = {52},
 year = {2004}
}