著者

Ryusuke Kosuge Jing-Ming Shiu

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0190325a, (Released:2019-05-31)

参考文献数

13

被引用文献数

1

---

Even when customers are satisfied, they could be having experiences not intended by the company. By comparing dyad relationships between headquarters and stores of a Japanese auto dealer company, this paper examines how decision authority on touchpoints should be distributed to create a superior customer experience. Overall, decision authority was distributed towards stores; however, two stores known for high-quality customer experiences had headquarters exercise decision authority on brand promotion touchpoints. Further, these two stores adapted interpersonal touchpoints to brand promotion touchpoints created by headquarters. In short, from a brand perspective, it is desirable to differentiate decision authority while achieving consistency between touchpoints.

著者

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.0190422a, (Released:2019-05-23)

参考文献数

11

被引用文献数

1

---

The notion that you are free to do what you want with your property is extremely childish and immature, regardless of whether the property in question is an animal, a physical object, or a company. An owner has responsibilities, and even owner-managers are not free to do whatever they want with their companies. Doing so would be treating the company like one’s personal property and such acts are punishable by law. In conclusion, it is crucial to understand that owners have responsibilities as long as they call themselves owners.

著者

Mitsuhiro Fukuzawa

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0190403a, (Released:2019-05-15)

参考文献数

50

被引用文献数

6

---

Since the 1990s, research has been done on lean production systems with progressive development of a scale for measuring characteristic leanness in efficient production organizations. For example, Shah and Ward (2003, 2007) originated from the HPM and IMSS surveys become as the de facto standard. However, the explanations of these studies were not necessarily convincing. In contrast, in the IMVP survey, site visits were made to automakers’ development and production genba or sites in each country surveyed, in addition to the use of questionnaires. However, in actuality, a comparison of multiple Japanese automakers showed differences in methods and means for achieving just-in-time production in organizations, even at the genba that would be believed to score high on a leanness scale, such as JIT production. It is difficult to detect and measure these differences through large-scale cross-industry questionnaire surveys alone, and there is a possibility that this difficulty manifests in the weak explanatory power of the lean studies. Approaches to explaining differences in performance using “leanness scale” are based on a lean hypothesis where there is a best practice lean situation transcending nations and industries, yet its low explanatory power creates suspicion with regard to the validity of this hypothesis.

著者

Koji Nakano Toru Ohara

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.2, pp.75-84, 2019-04-15 (Released:2019-04-15)

参考文献数

8

被引用文献数

2

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Japan has since ancient times had a custom called omiai (loosely translated as “matchmaking” when searching for a marriage partner). The examples of the matching of large firms and start-ups at the Innovation Leaders Summit in Japan discussed in this paper can truly be called “omiai.” Unlike Western-style matching, in this summit, participating firms and managers alike have little experience with alliances, and matchmakers have no strong commitment, as noted by Holzmann, Sailer, and Katzy (2014). Instead, just as with omiai, matchmakers exchange profiles of large firms and start-ups new to alliances and simply create a place for them to meet and make matches.

著者

Hidenori Sato

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.2, pp.65-74, 2019-04-15 (Released:2019-04-15)

参考文献数

31

被引用文献数

3

---

In the field of management research, the grounded theory approach (GTA) pioneered by Glaser and Strauss (1967) is frequently cited to assert methodological validity in qualitative theory-building studies, in contrast with quantitative research that uses majority hypothesis validation. Glaser and Strauss eventually came to disagree with each other, and GTA branched into three perspectives. Of these, Strauss and Corbin (1990), which defines coding and other analytical processes in detail, is cited most frequently although the studies that cite it do not necessarily reflect its characteristics. It is, therefore, clear that the differences in these three perspectives are not connected with differences in research methodologies.

著者

Kenichi Kuwashima

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.2, pp.51-63, 2019-04-15 (Released:2019-04-15)

参考文献数

22

被引用文献数

3

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The open innovation proposed by Chesbrough (2003a) had a heavy impact on practical business, and not just academia. However, the definition of open innovation is broad and ambiguous, with Chesbrough himself not providing a clear, specific example of open innovation practice (OIP). Thus, practitioners interpret it in many ways. Accordingly, to accurately measure the impact of open innovation, OIP must be classified into several types. This paper proposes two methods for classification. The first is whether the OIP of Chesbrough and that of the practitioner are aligned. From this perspective, OIP can be categorized in three ways: (a) what both Chesbrough and the practitioner call OIP; (b) what Chesbrough calls OIP, but not the practitioner; and (c) what a practitioner calls OIP but not Chesbrough. (a) can be clearly evaluated as the impact of open innovation, while more attention is required when interpreting (b) and (c). Second is the differentiation of whether activities that are currently implemented as OIP were started (i) before or (ii) after Chesbrough (2003a). (ii) can be seen as the impact of open innovation, though (i) is nothing more than changing the name of something that was previously just a “practice” into “OIP.” If (i) is included in the impact of open innovation, there is a risk of exaggerating the assessment of open innovation.

著者

Yoshiaki Yamashiro

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.2, pp.37-49, 2019-04-15 (Released:2019-04-15)

参考文献数

13

被引用文献数

3

---

In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of the sales organization, where “autonomy is maintained if an organization achieves KPIs.” In other words, in organizations where each sales office achieves KPIs and has good performance, the high level of autonomy in each office is preserved, and the offices (a) may make their own improvements to organizational routines and (b) will not have the organizational routines of other organizations forced on them. In organizations with good performance, it was observed that organizational routines (a) evolve uniquely in each sales office and (b) undergo an adaptive radiation where they are not rolled out to other sales offices.

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

Masami Abe

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0181206a, (Released:2019-01-21)

参考文献数

13

被引用文献数

3

---

In a review of the existing literature dealing with organizational change, Weick and Quinn (1999) asserted that the contrasting organizational changes of episodic change and continuous change reflect the perspective of the observer. That is, an organizational change can be explained and described as being an episodic change or a continuous change; however, no specific examples were given. The example of change in the Rakuwakai Otowa Hospital discussed in this paper is explained by a leader as being an episodic change, but the same situation is described by a staff member, who is a follower, as being a continuous change.

著者

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.0181119a, (Released:2018-12-12)

参考文献数

17

被引用文献数

3

---

In a cross-sectional survey of seven companies, Takahashi (1996b) discovered a U-shaped curve, with (a) newly hired employees and long-time employees tending to have a high perspective index, and with (b) those with 5–10 years of service tending to be at the bottom of the index. This paper is an examination of Company X, using 12 years of exhaustive survey data. We found that (a) for data in all years, the trend was represented by a similar U-shaped curve, with recent hires and long-time employees being high on the perspective index, and with (b) those at the bottom of the perspective index having shifted over time. This points to the existence of a generation that holds a relatively low perspective index regardless of their number of years of service with the company. This phenomenon seems to develop as the number of years of service increases.

著者

Yuki Mitomi

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0181031a, (Released:2018-12-05)

参考文献数

15

被引用文献数

4

---

The time pressure felt by consumers in a limited time situation has long been of interest. However, there have been no discussions in the existing literature regarding time pressure in long-term time constraints, which run from a few days to a few weeks for limited time edition products. In this research, a web survey was conducted on how the perceived quality of limited edition products with time constraints changed with the strength of time constraints in limited edition products. Results showed that limited edition products with a time constraint of 1 week were assessed to be of higher quality than those that had a time constraint of 1 month, with consumers feeling stronger time pressure.

著者

Yufu Kuwashima

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0181009a, (Released:2018-11-15)

参考文献数

9

被引用文献数

3

---

Watts and Dodds (2007) showed that in a simulation, supporters of opinion leaders have larger influence than opinion leaders themselves. In this paper, a case analysis was done of an anonymous housewife who created a network and acquired supporters on a social network and then started an apparel brand. The analysis revealed that influence strengthens by having both (a) a network centered around an opinion leader and (b) a complete network with six hardcore fans acting as supporters.

著者

Hidenori Sato

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0180830a, (Released:2018-09-29)

参考文献数

27

被引用文献数

3

---

A call center is a division that specializes in dealing with customers. Early studies on call centers regarded them as strategically important areas that, despite some negative aspects, were acknowledged to possess a certain level of expertise and to have a high degree of autonomy as interfaces for customers. However, this view gradually changed, with call centers coming to be seen as workplaces typified by harsh working conditions and isolated from the other divisions of the company. Therefore, research in recent years has entirely focused on these negative aspects, while ignoring the positive aspects.

著者

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.17, no.4, pp.183-191, 2018-08-15 (Released:2018-08-15)

参考文献数

11

---

When a company acquires new knowledge, it expects to create new business by fusing the new knowledge with existing knowledge. At least that is how things appear superficially. However, Fujitsu’s new business development discussed in this paper was not related to any new knowledge but sprung up because of other reasons. Because the company had invested a lot of resources to acquire new knowledge, it was impossible to recover the management resources that it had invested, which then became sunk costs, unless the company did something. We call such a situation “sunk cost pressure.” In the case examined in this paper, this sunk cost pressure induced the combining of disparate knowledge in the company’s possession, thus creating new business.

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

---

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

Masami Abe

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.145-158, 2018-08-15 (Released:2018-08-15)

参考文献数

12

被引用文献数

3

---

It is said that when an organization embarks on a new activity, the entire organization needs to be on board with the organizational purpose of that activity. However, in the case of Hospital X, which implemented kaizen, even though the purposes of kaizen differed across workers, the usefulness of these new activities was communicated as being shared purposes (a) among workers in the same division where superiors and subordinates work closely together and (b) among workers performing the same jobs but in different divisions. Thus, the new activities were adopted by the entire organization without having a common organizational purpose.

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

---

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

Nobuo Takahashi

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.109-121, 2018-06-15 (Released:2018-06-15)

参考文献数

20

被引用文献数

5

---

What can be done to improve future parameters? Company X is a large firm with 1,300 full-time employees and 35 branches throughout Japan. Data collected from questionnaires showed that as the president of the company made site visits to the company’s branches, which created opportunities for dialog with employees, these efforts led to greater expectations for the future and improved those branches’ future parameters vis-à-vis branches that were not visited. This study found that this impact was even greater as employees’ attendance at social gatherings involving employees following these conversations was more than 80%. However, this impact disappeared when the company got a new president and this practice was discontinued. In other words, future parameters are not constants; hence, maintaining them requires constant attention.

著者

Masayuki Hatta

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.1, pp.31-43, 2018-02-15 (Released:2018-02-15)

参考文献数

16

被引用文献数

1

---

This document analyzes the evolution of policy-related discussions in open source software by using several projects’ policy mailing list archives and focusing on the Debian Project. More specifically, it utilizes approximately 70,000 pieces of mail exchanged since the end of the 1990s, investigating the rise and fall in activity and what sort of topics was discussed. The results of this paper’s inquiry suggest that mail volumes peaked in 2005, that policy discussions were led and mainly contributed to by a relatively small subset of persons who only posted related to policy, and that overall mailing list traffic (not only related to policy) declined after 2006, possibly due to a transfer of discussion to Wikis, chats, and other such platforms.

著者

Yoshiaki Yamashiro

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.1, pp.11-21, 2018-02-15 (Released:2018-02-15)

参考文献数

13

被引用文献数

2

---

Many motorcycle dealers are family businesses, and they are rather oriented to short-term sales and do not operate only on logic without an emotional stake. Harley-Davidson Japan (HDJ) set up an authorized dealership system made up only of dealers with no capital relationship and did not directly manage dealers. This paper examines the period from 1991 to 2008, when Toshifumi Okui was the CEO of HDJ, during which time HDJ maintained top market share among large motorcycle companies in Japan and was a successful example of distribution system integration for other motorcycle manufacturers. For the dealers to implement HDJ’s intentions, the formal side of HDJ’s distribution system integration focused on the institutionalization of a “no control sales zero policy” and a “multilayer human relationship building policy.” However, critical to these were informal handwritten letters from the top-level management and the “Tokyo Court.”