@article{oai:doshisha.repo.nii.ac.jp:00027494,
 author = {Sato, Ikuya and 佐藤, 郁哉},
 issue = {1},
 journal = {同志社商学, Doshisha Shogaku (The Doshisha Business Review)},
 month = {Jul},
 note = {本論文では、過去30年以上にわたる「大学改革」の失敗とそれがもたらしてきた意図せざる負の結果の背景について、ビジネス界から大学界へと導入された「PDCAサイクル」を中心にして検討していく。日本の大学改革が初期の目的を達成するどころか事態を悪化させてきた最も重要な要因の1つは、外来のモデルを安易に適用してきたことにある。それがひいては、本末転倒の事態である手段と目的の転倒を生み出しきたのである。, This paper addresses the case of PDCA cycle as a typical example of Japan's university reform policies that have ended up in a number of unanticipated negative consequences, including rampant "gaming" (gaming-the-system tactics) and futile micromanagement. One of the major reasons of the negative consequences was a misplaced model-learning. While the idea of PDCA may have some relevance to certain types of tasks at business firms (e.g., shop floor management), it is not necessarily suitable for the tasks at public sector organizations., 研究(Article), application/pdf},
 pages = {1--26},
 title = {The Japanese university--reformed or deformed? I : the myth and reality of an all-purpose management cycle},
 volume = {72},
 year = {2020},
 yomi = {サトウ, イクヤ}
}