Strategic Rethinking and Organizational Transformation of Tokyo Gas Group Adapt to Energy Deregulation

• Main Authors: Chi, Wan-Tung, 姬宛彤
• Other Authors: 管康彥
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/27m6u3

碩士 === 國立政治大學 === 企業管理研究所(MBA學位學程) === 106 === With the wave of deregulation of the European and American energy markets in the 1990s, the domestic energy-related policies of Japan have also undergone gradual reforms. At the same time, with the increasing dynamics and complexity of the environment, a few monopolies and even exclusive energy companies have faced unprecedented challenges. The Great East Japan Earthquake in March 2011 caused a strong impact to the energy industry in Japan. However, due to specific operating fields of the energy industry, most related companies regard technological or functional improvements as the main causes of organizational transformation. As the largest gas supply company in Japan, Tokyo Gas rethought the meaning and essence of the organization in facing the dramatic changes in the general environment and industrial environment, and changed corresponding to the three dimensions of business scopes, organizational structure and business fields. Moreover, plans has been formulated to support the smooth progress of the changes. This study will explore the process of organizational transformation of Tokyo Gas, and then further explore the strategic thinking, organizational change and the methods of change management behind its transformation, in order to serve as a reference for the future transformation of related energy companies.