著者

小野 二郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.33-35, 1974-07-25 (Released:2009-10-19)

著者

野口 祐

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.36-55, 1974-07-25 (Released:2009-10-19)

著者

藤津 清治

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.5-33, 1974-07-25 (Released:2009-10-19)

著者

田杉 競

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.77-80, 1974-07-25 (Released:2009-10-19)

著者

下川 浩一

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.81-106, 1974-07-25 (Released:2009-10-19)

著者

間 宏

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.55-59, 1974-07-25 (Released:2009-10-19)

著者

小島 男佐夫

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.131-132, 1974-07-25 (Released:2009-10-19)

著者

橘 博

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.60-77, 1974-07-25 (Released:2009-10-19)

著者

杉山 和雄

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.3, pp.1-34, 1973-04-25 (Released:2009-10-14)

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The author tried to elucidate the points of criticism by the Japanese businessmen on the contemporary education in commerce, taking up the case of Tameyuki Amano, a famous Meiji economist, teacher and publisher. Amano emphasized the practcalization of school education in Japan through his writing and promotive activities. He was afraid that the business activities in Japan had been obstructed by the shortage of able young managerial talents, and emphasized the urgent needs for education massive would be salalied managers. Especially he expected that the high schools, colleges and universities in Japan should bring up a large number of middle management and young clerical staffs.

著者

柿本 宏樹

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.3, pp.35-57, 1973-04-25 (Released:2009-10-14)

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It is often said that the modernization of distribution system would usually lag behind industrialization. However, in British economic history, there are two contradictory views of the problem : whether or not the Industrial Revolution in England was accompanied by a retail revolution. In examining this debate, we must consider the retailing of this period from the side of consumers who intervened into the distribution system.For example, the Rochdale Pioneers established the base from which the true modernization of distribution system started.

著者

楊 天溢

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.2, pp.59-92, 1973-02-25 (Released:2009-10-14)

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In any economic system not in a state of complete stagnation, there must be somebody exercising the abilities to see new economic possibilities, the foresight to develop them, and the courage to take the necessary risks-the talents of the entrepreneur. Mao Tse-tung has always emphasized the importance of entreneurship. This is often obscured for the Western reader only by the fact that in the West people think of entrepreneurship as a characteristic of free market economies, and they do not even attempt to study entrepreneurship in socialist countries.Mao's entrepreneur, however, is not the individual per se, but the collective, or more precisely individuals operating in collective economies. In many examples of good Maoist-type enterprises, there is almost always one named individual, or a small group of individuals, who have taken the initiative in a new development, worked out the idea, embraced the effective forethought, and persuaded the collective to adopt it. The aim is not of course the maximization of individual profit, but the maximization of collective production. These are the qualities of the heroic leaders of the Taching Oilfield, the Tachai Production Brigade, and of a thousand other economic enterprises, industrial and agricultural, which have been presented as models of Maoist organization.Mao sees the education of peasants as the fundamental problem of the Chinese economy, and considers that economic growth as well as revolution must depend on the masses of the people and on everybody going into action, not depending on a few people issuing orders. Therefore, his strategy of developent is to bring peasants and local initiative more into play and, under the unified planning of the central government, let the localities do more. Given the one basic assumption that China's problems can only be radically solved by collective enterprise, there leaves no doubt that entrepreneurship within the collective organization is the keystone of Mao's hopes of rapid development, and a major object of educating peasants, sons into modern producers. Surely, maximizing these qualities within that system is one of Mao's greatest and most constant preocupation in the economic field.

著者

大東 英祐

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.2, pp.26-58, 1973-02-25 (Released:2009-10-14)

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In 1925, with the intention of joining hands in marketing of synthetic gasoline, B. A. S. F. began to approach Jersey Standard. Though Jersey held a different view on immediate commercial value of coal hydrogenation process, Jersey appreciated its great potential and decided to buy the patent right of this process.The purpose of this paper is to analyze the inter-action of these two companies with the aid of the theory of bargaining. Whole process can be divided into several stages. The further the negociation proceeded, the more subjects were taken up for discussion. As time passed by, each party percieved the other party's aims more accurately.In those days, new petro-chemical industry were emerging between chemi cal and oil industry. Having rather limited interests in this new fields, Jersey admitted the prefered position of I. G. Farben in chemical industry. And at last, they concluded a series of contracts which contained many provisions for co-operation in braod commercial and technical fields.

著者

栗田 真造

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.9, no.1, pp.1-4, 1974-07-25 (Released:2009-10-19)

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Six articles in this issue are papers read at the common-topics session of the ninth annual meeting of the Business History Society of Japan, held at Kobe University of Commerce on November 10 and 11, 1973.In the opening address, Kurita pointed out that the aim of this symposium lay in analysing the interrelationship between “Business Administration and Business History”. There are three approaches in studying business history : history of the business thought ; history of the business structures ; history of the business management. Kurita emphasized the possibility of multiple approaches, suggesting five genres of the history of business management-labour management ; financial management ; production management ; marketing management ; and accounting management.The second speaker, Professor Seiji Fujitsu (Hitotsubashi University), explained, to the minutest detail, the development of the standard profit concept at Onoda Cement Manufacturing Company, which was one of the pioneering modern enterprises in Meiji-Japan. He pointed out that Onoda Cement Manufacturing Company was the earliest enterprise tackling with the problem of depreciation-expense. (Commentator ; Professor Jiro Ono, Kobe University).Professor Hiroshi Noguchi (Keio University) tried to trace the historical characteristics of the labour management in Japan. He concretely reported about “the Japan-Type-Labour-Management”, which had a couple of unique marks-the system of employment for life ; the institution of generous welfare ; and the special personnel relationship based on the business community. (Commentator : Professor Hiroshi Hazama, Tokyo University of Education).Professor Hiroshi Tachibana (Osaka Municipal University) insisted the importance of the historical approach in the study of production control, reviewing the development of capitalistic-factory-production during the recent two centuries, together with the contemporary thoughts and systems of production control. He also analyzed the current structure and function of the production control in detail, from the historical view point. (Commentator : Professor Kisoo Tasugi, Kyoto-Gakuen University).Professor Koichi Shimokawa (Hosei University) reported on the origin and growth of the marketing control in the United States during the latter half of the 19 th century. He found the origin of the marketing as a means of control in the early development of salesmen control, promoted in some new consumers' goods industries, such as sewing-machine, reaper, meat-packing and cigarette, to which neither established marketing organization nor sales agency could afford enough sales facilities. (Commentator : Professor Moriaki Tsuchiya, Tokyo University).Professor Eiichiro Ogura (Shiga University) gave the audience a corroborative business-history-research of the accounting management. Analyzing the cases of House of Nakai and Muranishi together with Izumo-account, he put emphasis on the existences of the managerial-accounting and the cost-accounting in Tokugawa-Japan. (Commentator : Professor Osao Kojima, Kwansei Gakuin University).Co-chairmen of this symposium were Professor Yasuzo Horie (Kyoto Sangyo University) and Professor Keiichiro Nakagawa (Tokyo University).

著者

渡辺 尚

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.2, pp.93-98, 1973-02-25 (Released:2009-10-14)

著者

藤井 光男

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.3, pp.58-93, 1973-04-25 (Released:2009-10-14)

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The silk-spooling industry was one of the important traditional industries in Japan, developed since before the Meiji Restoration. Before World War II it developed in many localities as a key export industry and accerelated the overall development of capitalistic production in Japan by earning handsome foreign exchange. However, after World War II, the conditions of the industry changed conspicuously. The new synthetic fibres, especially “nylon” took the place of raw silk as a raw material of the U. S. fullfashioned hosiery industry. On the other hand, the rapid economic growth, especially the development of heavy and chemical industries, pulled apart laboreres from the toilsome manual labor in the silk-spooling industry. Many silk-spooling firms have closed their factories and diversified their investment into many other industries. Some of them have been going forward to invest in foreign countries, such as Brasil and Paraguary. The Katakura and the Gunze have taken the lead in such new development.

著者

服部 一馬

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.1, pp.85-86, 1973-08-25 (Released:2009-10-14)

著者

内田 勝敏

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.1, pp.87-105, 1973-08-25 (Released:2009-10-14)

著者

中川 敬一郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.1, pp.122-125, 1973-08-25 (Released:2009-10-14)

著者

湯沢 威

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.2, pp.1-25, 1973-02-25 (Released:2009-10-14)

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It is possible to consider the growing process of the formation of the operating organization in English railway in the following two aspects. The first is the process brought forth by the running of railway carriages, which made it necessary to form some primitive organization. This organisation gradually developed with the subdivision of the existing functions and the creation of the new functions, and with precise definition of the workers' duty.The second is the process enforced by the through-traffic, which neces sarily led to the establishment of the Railway Clearing House and to the decision on the standard gauge. Through this process the operating organization became more unified and standardized in major railway companies except G. W. R. which adopted the broad gauge.The size and scope of the operating organization was limited at first. It was obliged to depend upon the contracting system in doing such work as maintenance of permanent way, loading and unloading goods, and repair of carriages. But with the increased capacity of management the company, being confronted with the difficult problem of ensuring safety at limited expenses, began to exercise direct control over work as mentioned above.

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.1, pp.126-134, 1973-08-25 (Released:2009-10-14)