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White space is a process management concept described by Geary A. Rummler and Alan P. Brache in 1991 as the area between the boxes in an organizational chart— In a March 2001 ''Harvard Business Review'' article, Maletz and Nohria describes "white space" as an area within a company where the existing corporate culture does not apply, somewhat like a skunk works. They wrote, "white space exists in all companies...where rules are vague, authority is fuzzy, budgets are nonexistent, and strategy is unclear". If white space is undefined, then the rest of the corporation operates in what they call "black space". The study completed by the authors analyzed entrepreneurial activity in the white space area of corporations. The four key challenges to successful white space management requires establishing legitimacy, mobilizing resources, building momentum, and measuring results. Noted business consultant and columnist for ''Forbes'' and ''CIO magazine'' Adam Hartung describes “white space” in his 2008 book, ''Create Marketplace Disruption: How to Stay Ahead of the Competition ''as a place that "provides a location for new thinking, testing and learning". He cites examples of companies that used the white space to evolve new formulae for business success free from the existing "defend and extend" culture. In the 2010 book, ''Seizing the White Space'', Mark Johnson makes the case for businesses becoming adept at creating new business model ==References== * * * * * * 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「White space (management)」の詳細全文を読む スポンサード リンク
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