{"_buckets": {"deposit": "1198357a-9fa8-40f3-bbce-ce230a2d11cb"}, "_deposit": {"id": "2700", "owners": [], "pid": {"revision_id": 0, "type": "depid", "value": "2700"}, "status": "published"}, "_oai": {"id": "oai:soar-ir.repo.nii.ac.jp:00002700"}, "item_6_biblio_info_6": {"attribute_name": "\u66f8\u8a8c\u60c5\u5831", "attribute_value_mlt": [{"bibliographicIssueDates": {"bibliographicIssueDate": "2003-06-20", "bibliographicIssueDateType": "Issued"}, "bibliographicPageEnd": "88", "bibliographicPageStart": "45", "bibliographicVolumeNumber": "49", "bibliographic_titles": [{"bibliographic_title": "\u4fe1\u5dde\u5927\u5b66\u7d4c\u6e08\u5b66\u8ad6\u96c6"}]}]}, "item_6_description_20": {"attribute_name": "\u6284\u9332", "attribute_value_mlt": [{"subitem_description": "Faced with the difficult challenge of large-scale organizational change, many firms in Japan are struggling. To better understand the change process, this paper examines the long history in the automobile industry of interfirm relationships facilitating (i.e., assisting the occurrence of) organizational change. Two case studies undertaken in this paper suggest that some recent interfirm relationships have gone beyond facilitating to catalyzing (i.e., speeding the occurrence of) organizational change. 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