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対話組織開発の効果継続の期間と要因の探求
https://kbu.repo.nii.ac.jp/records/2000216
https://kbu.repo.nii.ac.jp/records/200021609183c8f-b4ca-49d7-b865-d6f9fee91263
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
sr26_14_tagoo.pdf (3.1 MB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| 公開日 | 2025-03-27 | |||||||||
| タイトル | ||||||||||
| タイトル | 対話組織開発の効果継続の期間と要因の探求 | |||||||||
| 言語 | ja | |||||||||
| タイトル | ||||||||||
| タイトル | Exploring the Duration and Factors That Contribute to the Continued Effectiveness of Dialogue Organization Development | |||||||||
| 言語 | en | |||||||||
| 言語 | ||||||||||
| 言語 | jpn | |||||||||
| キーワード | ||||||||||
| 言語 | en | |||||||||
| 主題 | Appreciative Inquiry | |||||||||
| キーワード | ||||||||||
| 言語 | en | |||||||||
| 主題 | work engagement | |||||||||
| 資源タイプ | ||||||||||
| 資源タイプ | departmental bulletin paper | |||||||||
| 著者 |
多湖 雅博
× 多湖 雅博
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| 著者（英） | ||||||||||
| 姓名 | TAGOO Masahiro | |||||||||
| 言語 | en | |||||||||
| 言語 | en | |||||||||
| 言語 | en | |||||||||
| 言語 | en | |||||||||
| 所属機関名 | KYOTO BUNKYO UNIVERSITY | |||||||||
| 言語 | en | |||||||||
| 抄録 | ||||||||||
| 内容記述タイプ | Abstract | |||||||||
| 内容記述 | In the present and future of increasing uncertainty, complexity, and diversity, interactive organizational development is attracting increasing attention. Appreciative Inquiry (AI) is the most widely used form of interactive organizational development. The purpose of this study is to examine the duration of effectiveness of AI in Japanese workplaces and to explore the factors that contribute to its continued effectiveness. Two studies were conducted on five organizations that have implemented AI to date. First, as Study 1, we checked for changes in work engagement three times (before AI, one month after AI, and six months after AI) to verify the duration of AI's effects. Subsequently, as Study 2, a qualitative study with semi-structured interviews was conducted to explore the factors for the continued effectiveness of AI. The results showed that in all five organizations, work engagement improved one month after AI compared to before AI. However, six months after AI, work engagement continued to improve in two of the five organizations, but declined in three. Subsequent interviews suggested that it is important to make the action plan personal. |
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| 言語 | en | |||||||||
| bibliographic_information |
ja : 総合社会学部研究紀要 en : Bulletin of the Faculty of Social Relations 巻 26, p. 93-107, 発行日 2025-03-31 |
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| 出版者 | ||||||||||
| 出版者 | 京都文教大学 | |||||||||
| 言語 | ja | |||||||||
| 出版者 | ||||||||||
| 出版者 | KYOTO BUNKYO UNIVERSITY | |||||||||
| 言語 | en | |||||||||
| item_10002_source_id_9 | ||||||||||
| 収録物識別子タイプ | ISSN | |||||||||
| 収録物識別子 | 2759-2413 | |||||||||
