探索明治維新傳統改變與複雜系統之理論

Abstract

The county of Japan implemented a nationwide process of modernization after the Tokugawa Shogun lost the ruling of government to the Emperor Meiji. During this seventy-year period of radical reform, Japan modernized into a strong industrial nation. This occurred while the sovereign state was exposed to new technologies and cultural influences from the dominant western powers of the day. This thesis presents a macro analysis framework for the organizational transformation during the Japanese Meiji Restoration period. The concepts used to model changes from the target period of Japan’s opening to the world include conventional organization change theories, such as: Lewin’s Unfreeze, Change and Refreeze, and Kotter’s Eight Steps. Complex change system theories are also used for modelling this change progress, which include: Bifurcation and Cusp Catastrophe.

This thesis puts the point forward that complex change system theories can be used to gain some insight of possible outcomes of a specified event. This can be achieved by recognizing, analyzing and influencing the self-organizing process at certain stages of implementation.

The county of Japan implemented a nationwide process of modernization after the Tokugawa Shogun lost the ruling of government to the Emperor Meiji. During this seventy-year period of radical reform, Japan modernized into a strong industrial nation. This occurred while the sovereign state was exposed to new technologies and cultural influences from the dominant western powers of the day. This thesis presents a macro analysis framework for the organizational transformation during the Japanese Meiji Restoration period. The concepts used to model changes from the target period of Japan’s opening to the world include conventional organization change theories, such as: Lewin’s Unfreeze, Change and Refreeze, and Kotter’s Eight Steps. Complex change system theories are also used for modelling this change progress, which include: Bifurcation and Cusp Catastrophe.

This thesis puts the point forward that complex change system theories can be used to gain some insight of possible outcomes of a specified event. This can be achieved by recognizing, analyzing and influencing the self-organizing process at certain stages of implementation.