著者

Hirofumi OHKAWA

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.14, no.5, pp.247-260, 2015-10-15 (Released:2015-10-15)

参考文献数

23

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The Berry model, well known in cross-cultural psychology, categorizes acculturation patterns into four types based on yes–no questions regarding the retention of traditional culture and the relationship with the larger society. Business administration and various other research fields have attempted to use the model due to its simple clarity. However, doubts exist regarding (i) the feasibility of deculturation (marginalization); (ii) the validity of a label “integration,” and (iii) the mutual independence of the four cells. In fact, these doubts stem from the process of formulation of the Berry model. Berry originally categorized 24 question items used in the surveys of individuals belonging to minority populations according to the three labels of assimilation, integration, and rejection. Moreover, Berry used yes–no questions to summarize the characteristics of these labels and added a fourth label, that is, deculturation (marginalization). This format became the prototype for the Berry model.

著者

Nobuo TAKAHASHI Hirofumi OHKAWA Nobuyuki INAMIZU

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.13, no.6, pp.343-352, 2014-12-15 (Released:2014-12-15)

参考文献数

16

被引用文献数

4 8

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Japanese companies often criticize themselves on their own “nurumayu [lukewarm] nature”; however, in reality, according to Takahashi (1989), the lukewarm feeling felt by organization members can be explained through the effective temperature hypothesis. An organization's propensity to change as a system is measured as system temperature, while a member's propensity to change as an organization person is measured as body temperature. The lukewarm feeling felt by members can then be explained using effective temperature, which is defined as the system temperature minus the body temperature. This paper validates the effective temperature hypothesis using data from Survey X, an exhaustive survey of all employees of Japanese Company X, which is successful in organizational reform. The survey was carried out once a fiscal year, during the fiscal years 2004–2013. Like the results of the JPC Survey of Takahashi (2013), those of Survey X show the coefficient of determination of 0.9840 with a surprisingly neat straight line, demonstrating a direct relationship wherein the lukewarm feeling ratio drops as the effective temperature rises.

著者

Nobuo TAKAHASHI Hirofumi OHKAWA Nobuyuki INAMIZU

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.13, no.5, pp.243-254, 2014-10-15 (Released:2014-10-15)

参考文献数

19

被引用文献数

3 15

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In most Japanese companies, regular employees work under a lifetime employment system and a seniority-based pay system. Under such conditions of no contingent money payments, we can accurately observe the phenomena associated with intrinsic motivation. Therefore, we conducted Survey X, an exhaustive survey for all employees of Company X carried out once a fiscal year, during the fiscal years 2004–2013. Using the total 13,019 employees' data of Survey X, we test a version of Deci's (1975) hypothesis that if a person's feeling of self-determination is enhanced, his or her job satisfaction will increase. As a result, there is a strong linear relationship between the job satisfaction ratio and the degree of self-determination. However, occupation and rank tend to determine the band of fluctuation with respect to the degree of self-determination. This indicates a strong likelihood that there is a spurious correlation between a degree of self-determination and a job satisfaction ratio.

著者

Nobuo TAKAHASHI Hirofumi OHKAWA Nobuyuki INAMIZU

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.13, no.4, pp.231-242, 2014-08-15 (Released:2014-08-15)

参考文献数

21

被引用文献数

8 15

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The perspective index (Takahashi, 2014) was tested in a company that has been successful in the process of organizational reform, Company X. An exhaustive survey (Survey X) for all employees was conducted once a fiscal year from 2004 to 2013. According to Survey X, over 13,000 employees showed near-perfect linearity between perspective index and job satisfaction ratio/turnover candidate ratio. Each occupational and rank category also showed a near-straight line, although the values greatly varied per year before and after organizational reform. However, the incline and intercept points of the lines somewhat differed contingent on the occupational and rank category. This might explain the difference between data from Survey X and that of the JPC Survey conducted in Takahashi (2014).