Abstract - The Growth Mechanism of the Shorinji Kempo Group: Using the Enterprise Growth Theory Analysis
Background. The Shorinji Kempo Group was founded in 1947, and following the deconstruction and reconstruction of post-war Japanese society, the organization has gradually grown in just over seventy years into a huge group with three corporate bodies, with more than 1.8 million members, and 40 member countries.
Problem and aim. As an outsider, how did the Shorinji Kempo Group achieve rapid growth in the post-war period? By analyzing the growth trajectory of the Group, this study aims to identify and elaborate on those key factors that drove its organizational expansion in order to explore the underlying mechanisms of its growth. Through this study, we expect to provide references and insights for the development of other martial arts organizations.
Material and methods. This paper employs an analytical framework derived from enterprise growth theories and incorporates both literature review and historical analysis methods to facilitate an in-depth examination of the growth process of the Shorinji Kempo Group.
Results. Our findings are as follows: (1) Since its founding ed, the Shorinji Kempo Group has navigated through the formative and expansional phases of organizational development, currently finding itself in a phase characterized by stability and success, commonly referred to as the mature period. (2) In the growth process of the Shorinji Kempo Group, its influencing factors mainly include endogenous growth factors (e.g., Shorinji Kempo System) that originated from inside the enterprise, and environment factors (e.g., Budo Environment) from outside the enterprise. (3) In light of recent developments in enterprise growth theories, the interactions between growth factors are not only characterized by simple linear links, but also include more complex non-linear interactions.
Conclusions. The growth trajectory of the Shorinji Kempo Group demonstrates that it is a complex process, subject to the interaction of internal and external factors. Additionally, it illustrates the influence of the social environment on the growth of budo organizations.