著者

Nobuyuki INAMIZU Hidenori SATO Fumihiko IKUINE

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.16, no.1, pp.1-13, 2017-02-15 (Released:2017-02-15)

参考文献数

12

被引用文献数

2 3

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This study presents detailed sales actions through continuous unstructured interviews of practitioners. The results of the study demonstrate that there are five steps in sales: 1) preparation; 2) approaching customers; 3) interview; 4) presentation; and 5) closing. In addition, a questionnaire comprising 142 items for measuring these sales actions was developed based on these five steps, and the questionnaire was given to 107 individuals in eight companies. The results of the questionnaire revealed variances between top and bottom performers, with these variances in the steps prior to the interview, particularly in the preparation stage. This suggests the importance of preparation in sales. The sales skills scale of Rentz, Shepherd, Tashchian, Dabholkar, and Ladd (2002) measured aspects that have no direct relationship with sales and is problematic considering that it may fall into a tautology. The research approach taken herein, where the focus is on these sales actions and the five steps, may resolve the problems inherent to Rentz et al. (2002).

著者

Kenichi Kuwashima Nobuyuki Inamizu Nobuo Takahashi

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0200621a, (Released:2020-08-03)

参考文献数

42

被引用文献数

5

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The concept of ambidexterity and particularly the concept of exploitation are ambiguous. March (1991), a study that became the theoretical basis for several research studies, asserted that exploitation has a trade-off relationship with exploration including innovation, and on the basis of this aspect, Levinthal and March (1993) proposed the myopia of learning. Nevertheless, Levinthal later modeled exploitation that can be called as innovation. Some argued that exploration and exploitation are bipolar on one axis, and some argued that they are two orthogonal axes. In this study, we proposed using Lévi-Strauss’ “bricolage” instead of “exploitation.” This bricolage is a concept of making do with the tools and materials at hand (performing innovation), and bricolage and exploration are used together with ambidexterity being the normal form. We examine this aspect by using Japan’s response to the current Coronavirus disease pandemic as an example.

著者

Nobuyuki Inamizu

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0200317a, (Released:2020-04-12)

参考文献数

13

被引用文献数

1

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This study shows that it is possible to use position information to estimate the volume of communication in offices to some degree based on (1) office position information from sensing technology and (2) data from daily questionnaires from a survey of 308 employees in a corporate office. The relationship between the office environment and communication has come to the fore in recent years, and the findings of this study suggest how communication within an office can be estimated for a large sample at a low cost.

著者

Nobuyuki Inamizu Mitsuru Makishima

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.18, no.1, pp.25-36, 2019-02-15 (Released:2019-02-15)

参考文献数

19

被引用文献数

5

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Allen and Gerstberger (1973) reported that non-territorial offices improve privacy. In actuality, however, a view of the office layout after an experiment showed that the office used in the experiment was not just simply made into a non-territorial office, but had various zoning done such that zones could be selected according to circumstance. With that idea in mind, this study analyzes the impact of non-territorial offices on privacy as well as the effect of various zoning, based on data of 6,592 individuals obtained through internet surveys. Results of the analysis showed that 1) non-territorial offices themselves do not have a major impact on privacy (they neither improve nor worsen privacy); 2) rather, various zoning is what improves privacy; and 3) further, of note is that privacy dramatically worsens in non-territorial offices without any various zoning, and vastly improves where various zoning has been thoroughly implemented. These results give one solution for the disputes over non-territorial offices and privacy, and provide suggestions for a new type of office (activity-based working, or an activity-based office).

著者

Nobuyuki Inamizu Mitsuru Makishima

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.4, pp.159-169, 2018-08-15 (Released:2018-08-15)

参考文献数

12

被引用文献数

3

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This study analyzes the relationship between work engagement (WE) and job performance based on data from 3,296 individuals obtained in an internet survey. First, the analysis was conducted with WE as an explanatory variable, as well as with job performance, which was measured as the difference in personal and workmate evaluations, as an objective variable, and yet no clear relationship was found. Job performance was then used as an explanatory variable and WE as an objective variable, and that analysis discovered a clear inverse U relationship between the two. In other words, WE is low when job performance is low or high, and high when job performance is in the middle range. Also, when an analysis was done with the prediction that sum of, rather than differences in, personal and workmate assessments will have a strong relationship with WE, it was found that there was a clear, positive linear relationship between the two. In other words, the more a person highly evaluates not only oneself but also one’s workmates, the higher the WE. Existing studies tend to believe that WE heightens job performance, yet this study indicates that the converse is perhaps true in this cause and effect relationship. It also suggests that WE increases as one builds healthy relationships with workmates, evaluates them highly, and works hard and competes in a friendly manner with them.

著者

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.15, no.5, pp.199-209, 2016-10-15 (Released:2016-10-15)

参考文献数

20

被引用文献数

5

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This study conducted a questionnaire survey of all employees at a company that moved its office location, both before and after the move. Results of the survey showed that while work environment satisfaction rose significantly because of the office move, there was no significant change in job satisfaction (in fact, some deterioration was observed). In addition, there was no significant change in the perspective index, which is regarded as a factor in job satisfaction, after the move. Existing studies on offices have asserted that job satisfaction increases along with work environment satisfaction. These results, however, made it difficult to posit such simple causation, showing the need for further testing and consideration.

著者

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.14, no.3, pp.147-160, 2015-06-15 (Released:2015-06-15)

参考文献数

8

被引用文献数

2 8

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In this study, data was obtained from a questionnaire of 354 workplace leaders and 3,116 workers at 97 workplaces in Japan's electrical and electronics industry, which was used to examine relationships among a perspective index, job satisfaction, and desire to leave one's job (i.e., turnover candidacy). Takahashi, mainly targeting white-collar workers, noted that a perspective index has a mostly linear, positive relationship with job satisfaction, and a mostly linear, negative relationship with turnover candidacy. In this study, a similar relationship is identified in leaders and workers on the shop floor (gemba in Japanese). The job satisfaction level of the gemba leaders was almost the same as that realized by Takahashi (1997), but the job satisfaction level among manufacturing workers generally tended to be higher. Moreover, turnover candidacy among manufacturing workers was lower than that realized by Takahashi (1997).

著者

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.14, no.1, pp.15-34, 2015-02-15 (Released:2015-02-15)

参考文献数

15

被引用文献数

3

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The garbage can model created by Cohen, March, and Olsen (1972) explains organizational decision making under ambiguity. In the initial study outlining the model, a computer simulation was used for analysis. However, despite the appendix of Cohen et al. (1972) providing the Fortran source code for the simulation, subsequent studies rarely made any reference to the simulation model. In this study, we examine the simulation model of Cohen et al. by rebuilding the aforementioned source code. The results of our study clearly indicate the following three points. 1) the program created by Cohen et al. failed to detect the three decision-making styles (decision by resolution, decision by oversight, and decision by flight); 2) decision making sometimes occurred not only when choice opportunities had no problems but also when a choice opportunity had no decision maker; and 3) even when there were no problems attached to choice opportunities, the initial setting was programmed as though there were, perhaps to avoid the decision making seen in 2).

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

Yukihiko OKADA 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.315-328, 2014-12-15 (Released:2014-12-15)

参考文献数

9

被引用文献数

4 8

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In this study, all employees (including part-time employees) of a shinkin bank were surveyed using the organizational activation diagnostic tool “oractika,” developed by Takahashi (1997). Similar to Takahashi (2014), the results of the survey confirmed a mostly linear, positive relationship between the perspective index and job satisfaction and a mostly linear, negative relationship between the perspective index and the desire to quit one's job. In other words, as the perspective index increases, job satisfaction also increases, decreasing the desire to quit one's job. A further analysis by job type showed that, among part-time employees, overall job satisfaction tended to be high. At the same time, they tended to show an equally strong or somewhat stronger desire to quit one's job in comparison with other types of employees. These findings suggest that part-time employees dissatisfied with their work often quit their jobs, whereas those who continue have higher job satisfaction.

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).