{"created":"2025-03-27T08:30:04.547265+00:00","id":2000216,"links":{},"metadata":{"_buckets":{"deposit":"0a0a22a3-4cac-429a-a391-2361766ea48f"},"_deposit":{"created_by":11,"id":"2000216","owner":"11","owners":[11],"pid":{"revision_id":0,"type":"depid","value":"2000216"},"status":"published"},"_oai":{"id":"oai:kbu.repo.nii.ac.jp:02000216","sets":["247","247:1742971813768"]},"author_link":[],"item_10002_biblio_info_7":{"attribute_name":"bibliographic_information","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2025-03-31","bibliographicIssueDateType":"Issued"},"bibliographicPageEnd":"107","bibliographicPageStart":"93","bibliographicVolumeNumber":"26","bibliographic_titles":[{"bibliographic_title":"総合社会学部研究紀要","bibliographic_titleLang":"ja"},{"bibliographic_title":"Bulletin of the Faculty of Social Relations","bibliographic_titleLang":"en"}]}]},"item_10002_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"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.\nTwo 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.\nThe 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.","subitem_description_language":"en","subitem_description_type":"Abstract"}]},"item_10002_full_name_3":{"attribute_name":"著者（英）","attribute_value_mlt":[{"affiliations":[{"affiliationNames":[{"affiliationName":"KYOTO BUNKYO UNIVERSITY","affiliationNameLang":"en"}]}],"alternatives":[{"alternativeLang":"en"}],"familyNames":[{"familyNameLang":"en"}],"givenNames":[{"givenNameLang":"en"}],"names":[{"name":"TAGOO Masahiro","nameLang":"en"}]}]},"item_10002_publisher_8":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"京都文教大学","subitem_publisher_language":"ja"},{"subitem_publisher":"KYOTO BUNKYO UNIVERSITY","subitem_publisher_language":"en"}]},"item_10002_source_id_9":{"attribute_name":"item_10002_source_id_9","attribute_value_mlt":[{"subitem_source_identifier":"2759-2413","subitem_source_identifier_type":"ISSN"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorAffiliations":[{"affiliationNames":[{"affiliationName":"京都文教大学","affiliationNameLang":"ja"},{"affiliationName":"KYOTO BUNKYO UNIVERSITY","affiliationNameLang":"en"}]}],"creatorAlternatives":[{"creatorAlternativeLang":"ja"}],"creatorNames":[{"creatorName":"多湖　雅博","creatorNameLang":"ja"},{"creatorName":"TAGOO Masahiro","creatorNameLang":"en"}],"familyNames":[{"familyNameLang":"ja"}],"givenNames":[{"givenNameLang":"ja"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_access","date":[{"dateType":"Available","dateValue":"2025-03-27"}],"filename":"sr26_14_tagoo.pdf","filesize":[{"value":"3.1 MB"}],"format":"application/pdf","url":{"url":"https://kbu.repo.nii.ac.jp/record/2000216/files/sr26_14_tagoo.pdf"},"version_id":"4b666de8-289b-4d97-a8cc-2210c107586d"}]},"item_keyword":{"attribute_name":"キーワード","attribute_value_mlt":[{"subitem_subject":"Appreciative Inquiry","subitem_subject_language":"en"},{"subitem_subject":"work engagement","subitem_subject_language":"en"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"jpn"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper"}]},"item_title":"対話組織開発の効果継続の期間と要因の探求","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"対話組織開発の効果継続の期間と要因の探求","subitem_title_language":"ja"},{"subitem_title":"Exploring the Duration and Factors That Contribute to the Continued Effectiveness of Dialogue Organization Development","subitem_title_language":"en"}]},"item_type_id":"10002","owner":"11","path":["247","1742971813768"],"pubdate":{"attribute_name":"PubDate","attribute_value":"2025-03-27"},"publish_date":"2025-03-27","publish_status":"0","recid":"2000216","relation_version_is_last":true,"title":["対話組織開発の効果継続の期間と要因の探求"],"weko_creator_id":"11","weko_shared_id":-1},"updated":"2025-03-27T08:37:28.418320+00:00"}