: Fuel economy competition has heated up as a result of the oil crises of the 1970s, the environmental issues occurring since the 1990s, and the Japanese government’s economic policies, so that fuel economy has become a key competition index. However, for engineers who measure fuel economy, it is (i) a vague and unstable metric that fluctuates because of a number of factors and (ii) a quality that does not affect safety and so is not subject to recall. Competitive pressure regarding fuel economy led to arbitrary measurements. This eventually became normalized, and since 2016, cases of organizational corruption in the Japanese automotive industry have been uncovered one after another.
{"title":"Why fuel economy fraud happened in the Japanese automotive industry?","authors":"Ayako Aizawa","doi":"10.7880/abas.0200522a","DOIUrl":"https://doi.org/10.7880/abas.0200522a","url":null,"abstract":": Fuel economy competition has heated up as a result of the oil crises of the 1970s, the environmental issues occurring since the 1990s, and the Japanese government’s economic policies, so that fuel economy has become a key competition index. However, for engineers who measure fuel economy, it is (i) a vague and unstable metric that fluctuates because of a number of factors and (ii) a quality that does not affect safety and so is not subject to recall. Competitive pressure regarding fuel economy led to arbitrary measurements. This eventually became normalized, and since 2016, cases of organizational corruption in the Japanese automotive industry have been uncovered one after another.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"2 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73556713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The impact of user interactions on freemium game performance","authors":"Wei Huang","doi":"10.7880/abas.0200429a","DOIUrl":"https://doi.org/10.7880/abas.0200429a","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"42 1","pages":"97-109"},"PeriodicalIF":0.0,"publicationDate":"2020-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83663168","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Estimating communication by position information in office","authors":"Nobuyuki Inamizu","doi":"10.7880/abas.0200317a","DOIUrl":"https://doi.org/10.7880/abas.0200317a","url":null,"abstract":"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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89350458","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
: Since the 1990s, simulation and organizational studies have been conducted in Japan. In this paper, we review the simulation and organizational studies in Japan, including the relationships between researchers. The global trend is to cite the results of simulation studies as metaphors. By contrast, in Japan, there are unique research groups which critically examine the existing models, perform simulations, and further test them against survey data. The lessons they learned are: (a) The animation of the simulation results stir the imagination of researchers and business persons. However, (b) if the phenomena indicated by simulation and the reality of parameter values are not supported by the survey data, the implications derived from simulation are no more than a delusion.
{"title":"Simulation and organizational studies in Japan","authors":"N. Takahashi","doi":"10.7880/abas.0200227a","DOIUrl":"https://doi.org/10.7880/abas.0200227a","url":null,"abstract":": Since the 1990s, simulation and organizational studies have been conducted in Japan. In this paper, we review the simulation and organizational studies in Japan, including the relationships between researchers. The global trend is to cite the results of simulation studies as metaphors. By contrast, in Japan, there are unique research groups which critically examine the existing models, perform simulations, and further test them against survey data. The lessons they learned are: (a) The animation of the simulation results stir the imagination of researchers and business persons. However, (b) if the phenomena indicated by simulation and the reality of parameter values are not supported by the survey data, the implications derived from simulation are no more than a delusion.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"12 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78614039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
: This paper reexamines product development in the Japanese electrical industry after WWII from the perspective of strategies for reducing licensing costs. Immediately after the war, Japanese electronics manufacturers raised their own level of technology by introducing technology from abroad. However, in their effort to arrive at corporate policies enabling them to provide products at as low a price as possible, there was a limit to the sheer amount of licensing costs they could bear to carry out licensed production. Japanese electronics manufacturers, in many cases, engaged in cross-licensing based on their own patents in order to offset licensing fees and keep costs down. To further control licensing costs, manufacturers had no choice but to produce products based on licenses already in hand; each electronics manufacturer established a central R&D laboratory. Up until the early 1990s, “Not Invented Here” was a widely adopted philosophy which, as it turns out, was a historically
{"title":"How the Japanese electrical industry reduced licensing costs after World War II","authors":"K. Nakano","doi":"10.7880/abas.0191220a","DOIUrl":"https://doi.org/10.7880/abas.0191220a","url":null,"abstract":": This paper reexamines product development in the Japanese electrical industry after WWII from the perspective of strategies for reducing licensing costs. Immediately after the war, Japanese electronics manufacturers raised their own level of technology by introducing technology from abroad. However, in their effort to arrive at corporate policies enabling them to provide products at as low a price as possible, there was a limit to the sheer amount of licensing costs they could bear to carry out licensed production. Japanese electronics manufacturers, in many cases, engaged in cross-licensing based on their own patents in order to offset licensing fees and keep costs down. To further control licensing costs, manufacturers had no choice but to produce products based on licenses already in hand; each electronics manufacturer established a central R&D laboratory. Up until the early 1990s, “Not Invented Here” was a widely adopted philosophy which, as it turns out, was a historically","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"37 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88670386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Following the example of the United States, Japanese companies have been appointing more independent outside directors in recent years. Independent outside directors are regarded as playing a key role in determining executive compensation and other managerial oversight functions. Prior research mostly supports this idea with respect to U.S. corporations. However, some studies are more skeptical. Therefore, in response to a prior study on U.S. corporations by Chhaochharia and Grinstein (2009), this paper takes a sample of 322 Japanese non-financial corporations in the TOPIX 500 index that met certain criteria and analyzes the effect that having more independent directors has had on executive compensation. However, unlike in prior studies, we did not observe a statistically significant effect. In fact, we saw that executive compensation levels were affected more by the structure of executive remuneration that is determined across a company as a whole than by the composition of its board of directors.
{"title":"Executive compensation and independent directors in Japan","authors":"Takashi Bui","doi":"10.7880/abas.0200107a","DOIUrl":"https://doi.org/10.7880/abas.0200107a","url":null,"abstract":"Following the example of the United States, Japanese companies have been appointing more independent outside directors in recent years. Independent outside directors are regarded as playing a key role in determining executive compensation and other managerial oversight functions. Prior research mostly supports this idea with respect to U.S. corporations. However, some studies are more skeptical. Therefore, in response to a prior study on U.S. corporations by Chhaochharia and Grinstein (2009), this paper takes a sample of 322 Japanese non-financial corporations in the TOPIX 500 index that met certain criteria and analyzes the effect that having more independent directors has had on executive compensation. However, unlike in prior studies, we did not observe a statistically significant effect. In fact, we saw that executive compensation levels were affected more by the structure of executive remuneration that is determined across a company as a whole than by the composition of its board of directors.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"156 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81156544","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The birth of Japanese whisky","authors":"Yuki Mitomi, Y. Suh, Hidenori Sato","doi":"10.7880/abas.0191111a","DOIUrl":"https://doi.org/10.7880/abas.0191111a","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"3 1","pages":"1-11"},"PeriodicalIF":0.0,"publicationDate":"2020-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89538212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When a market grows and matures so that its product becomes commoditized, we can usually expect product prices to decline due to price competition. However, in the digital camera market, although prices started to decline after they first went on sale, camera prices then began to rise. This was not because mass consumers shifted from the low-priced segment to the high-priced segment. Prices went up across all segments of the market. (A) In the low-priced segment, companies making low-priced products exited the market, and the remaining companies raised their prices by focusing on higher-quality products. (B) In the higher-priced segment, the number of major makers started declining, and prices steadily rose because products priced close to the highest-class products were released into the market. (C) In the mid-priced segment, two types of companies entered the market: companies in the low-priced segment that had developed higher-quality products and companies in the high-priced segment that added mid-priced products as alternatives.
{"title":"After price competition","authors":"Takeyasu Ichikohji","doi":"10.7880/abas.0191018a","DOIUrl":"https://doi.org/10.7880/abas.0191018a","url":null,"abstract":"When a market grows and matures so that its product becomes commoditized, we can usually expect product prices to decline due to price competition. However, in the digital camera market, although prices started to decline after they first went on sale, camera prices then began to rise. This was not because mass consumers shifted from the low-priced segment to the high-priced segment. Prices went up across all segments of the market. (A) In the low-priced segment, companies making low-priced products exited the market, and the remaining companies raised their prices by focusing on higher-quality products. (B) In the higher-priced segment, the number of major makers started declining, and prices steadily rose because products priced close to the highest-class products were released into the market. (C) In the mid-priced segment, two types of companies entered the market: companies in the low-priced segment that had developed higher-quality products and companies in the high-priced segment that added mid-priced products as alternatives.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"62 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84046312","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategic divergence of keiretsu","authors":"Seungkee Min","doi":"10.7880/abas.0191025a","DOIUrl":"https://doi.org/10.7880/abas.0191025a","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"39 1","pages":"237-249"},"PeriodicalIF":0.0,"publicationDate":"2019-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86976425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：