著者

Hiroki KIKUCHI

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

pp.0160605a, (Released:2016-08-09)

参考文献数

17

被引用文献数

2 5

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The Tokaido Shinkansen began operating in 1964 and ran at globally unprecedented speeds of more than 200 kmph. Comparison with the operating speed of aircraft necessitated further improvement of the operating speed of Shinkansen. Nevertheless, there was no improvement until 20 years. During that period, the maximum speed of test cars, the highest technically feasible speed, improved. Rather than technical factors, the following social and organizational factors impeded the improvement of the operating speed. (1) The social factor was the prioritization of environmental countermeasures to improvements in speed because of the noise pollution lawsuits and noise regulation. (2) The organizational factor was the need to secure the slack time due to frequent strikes and delays when Shinkansen was managed by Japan National Railways (JNR). However, around the time of the splitting and privatization of JNR in 1987, noise regulation was relaxed and lawsuits were settled. Furthermore, the labor movement settled down with the privatization of JNR; consequently, labor unions were dismantled. These events resolved preventive factors and led to the improvement of operating speeds.

著者

Xiayire Xiaokaiti Takao Sato Kenji Kasai Kenichi Machida Kyomi Yamazaki Naomitsu Yamaji Hiroki Kikuchi Jun Gojobori Hitomi Hongo Yohey Terai Takashi Gakuhari

出版者

The Anthropological Society of Nippon

雑誌

Anthropological Science (ISSN:09187960)

巻号頁・発行日

pp.230617, (Released:2023-10-24)

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Archaeological evidence indicates that dogs appeared in Japan at least 9300 years ago, dur‍ing the Jomon period. The Jomon period dogs (Jomon dogs) retained the morphological characteristics of ancient domestic dogs throughout the Jomon period, possibly due to their geographical isolation ‍from continental dogs. Therefore, we expect them to retain the genetic characteristics of ancient domestic dogs. To explore this possibility, we determined the mitochondrial genomes of five Jomon dogs, including one of the oldest dogs in Japan (7400–7200 cal BP), and seven late-8th-century Japanese dogs (Suwada dogs). We analyzed these sequences with 719 mitochondrial genomes of an‍cient and modern canids. The dog mitochondrial DNA (mtDNA) sequences have been grouped into six clades (haplogroups A–F), and clade A comprises six sub-clades (sub-haplogroups A1–A6). Classification of the Jomon dogs’ mtDNA haplotypes revealed that these dogs belong to a nested A2/A3 sub-‍haplogroup not shared by other modern or ancient samples. The mtDNA sequences of Jomon dogs ‍form a monophyletic clade which is sister to the A3 sub-clade in the phylogenetic trees. Network analysis showed that the Jomon dogs’ mtDNA sub-clade diverged close to the base of the A2 and A3 haplotype network, which was centered by an ancient dog from South China. The Jomon dog mtDNAs diverged from A3 (~11500 years ago) soon after the A2 and A3 divergence (~12800 years ago), in‍di‍cating early divergence of the Jomon dogs’ sub-clade. These results suggest that the Jomon dogs were possibly introduced into the Japanese archipelago 11500–9300 years ago. The mtDNAs of late-8th-century dogs were more diverse and were different haplogroups than that of Jomon dogs, sug‍gesting that other haplogroups likely replaced the haplogroup of Jomon dogs through the introduction of dogs that accompanied the migration of people into Japan in later periods.

著者

Hiroki Kikuchi

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.17, no.3, pp.133-143, 2018-06-15 (Released:2018-06-15)

参考文献数

21

被引用文献数

4

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Novel ideas tend to be resisted within existing organizations. Mobilizing resources requires that legitimacy be secured in some form. In the case of the development of JR Central's 300-series Shinkansen, Japan National Railway, which had existed to date, was broken up and privatized, and JR Central, which generated most of its revenue from the Shinkansen, was established, limiting players and allowing the company to gain the approval of most internal organizations. In other words, the company was able to acquire legitimacy by increasing the ratio of supporters rather than the absolute number of supporters.

著者

Hiroki KIKUCHI Shumpei IWAO

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

pp.0160213a, (Released:2016-05-13)

参考文献数

17

被引用文献数

1 4

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Since the development of the idea of dynamic capabilities by Teece, Pisano, and Shuen (1997), it has been broadly discussed. However, there is no general view regarding the types of competencies that can be called dynamic capabilities. Teece et al. (1997) asserted that dynamic capabilities are one of the roles of organizational processes. Moreover, they asserted that organizational processes include static concepts, such as integration and coordination. This fact caused some confusion. Helfat and Winter (2011) contrasted the two concepts of operational and dynamic capabilities. They noted that the source of confusion was the fact that some competencies possess the nature of both concepts. In other words, three types of capabilities exist: pure operational, pure dynamic, and hybrid capabilities possessing both features. Helfat and Winter (2011) presented the example of corporate growth, such as an expansion in retail stores, an area where pure dynamic capabilities without any operational capabilities can be observed. Therefore, if pure dynamic capabilities are the pure competencies necessary for corporate growth, it is highly likely that these are the same competencies posited by Penrose (1959), who differentiated between economies of growth and economies of size. Takahashi (2015) conjectured that competencies that become resources unused for anything but growth are, more specifically, “competencies for start-up experts.”