@article{oai:nagasaki-u.repo.nii.ac.jp:00017942,
 author = {林, 徹},
 issue = {2},
 journal = {經營と經濟},
 month = {Sep},
 note = {This paper aims at reviewing the neo-contingency theory by Lex Donaldson, pointing out some theoretical problems concerning it, and suggesting new directions for organization theory. Donaldoson shows three theoretical points about the classical contingency theory: why do managers let their firms leave from environmentally fit condition, why do they know what fit is, and why do they reform the existing structure of their firms though they cannot always expect higher performance in the future than that of status quo? Suggesting organizational portfolio theory consisted of eight factors with his original concepts of“quasi-fit” and fit as“hetero-performance,”Donaldson tries to refine his concept of SARFIT(structural adaptation to regain fit)．Reviewing them theoretically and respectively, we conclude that no factor but“nonexecutive director”is helpful and the new concept“the center of the gravity of organization”will contribute to building the new theory of organization which is dynamic as well as static., 經營と經濟. 2008, 88(2), p.21-44},
 pages = {21--44},
 title = {修正コンティンジェンシー理論批判},
 volume = {88},
 year = {2008}
}