: 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.
{"title":"Creating retail customer experience through distribution of decision authority between headquarters and stores","authors":"Ryusuke Kosuge, Jing-Ming Shiu","doi":"10.7880/ABAS.0190325A","DOIUrl":"https://doi.org/10.7880/ABAS.0190325A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"15 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89114451","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, 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.
{"title":"Critique on the lean production system research","authors":"Mitsuhiro Fukuzawa","doi":"10.7880/ABAS.0190403A","DOIUrl":"https://doi.org/10.7880/ABAS.0190403A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"28 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82849063","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":"Disincentives of organizational routines transfer","authors":"Y. Yamashiro","doi":"10.7880/ABAS.0190303A","DOIUrl":"https://doi.org/10.7880/ABAS.0190303A","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"32 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91021342","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}
: 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.
{"title":"Using grounded theory approach in management research","authors":"Hidenori Sato","doi":"10.7880/ABAS.0190326A","DOIUrl":"https://doi.org/10.7880/ABAS.0190326A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"54 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88299806","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}
: 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.
{"title":"Classification for measuring the impact of open innovation on practice","authors":"Kenichi Kuwashima","doi":"10.7880/ABAS.0190314A","DOIUrl":"https://doi.org/10.7880/ABAS.0190314A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"40 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79886723","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":"Omiai","authors":"Koji Nakano, Toru Ohara","doi":"10.7880/abas.0190212a","DOIUrl":"https://doi.org/10.7880/abas.0190212a","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"68 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73376380","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}
: Many small and medium-sized enterprises’ managers hesitate to launch new businesses for the diversification or business change. In the case of new business launching by Yamato Industrial and Yamaguchi Kasei, decline of their existing businesses was a threat, and simultaneously, it has become an opportunity for launching new business, just as the saying “tough times bring opportunity.” In addition, the experience of launching a second business, rather than experience at startup, will motivate managers to launch businesses continuously.
{"title":"Decline of business brings growth opportunities","authors":"Takeaki Wada","doi":"10.7880/ABAS.0181119B","DOIUrl":"https://doi.org/10.7880/ABAS.0181119B","url":null,"abstract":": Many small and medium-sized enterprises’ managers hesitate to launch new businesses for the diversification or business change. In the case of new business launching by Yamato Industrial and Yamaguchi Kasei, decline of their existing businesses was a threat, and simultaneously, it has become an opportunity for launching new business, just as the saying “tough times bring opportunity.” In addition, the experience of launching a second business, rather than experience at startup, will motivate managers to launch businesses continuously.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"51 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81388536","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}
: 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).
{"title":"Non-territorial office with various zoning increases privacy","authors":"Nobuyuki Inamizu, Mitsuru Makishima","doi":"10.7880/ABAS.0190121A","DOIUrl":"https://doi.org/10.7880/ABAS.0190121A","url":null,"abstract":": 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).","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"39 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89256175","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}
: 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.
{"title":"Leader's episodic change and followers' continuous change","authors":"M. Abe","doi":"10.7880/ABAS.0181206A","DOIUrl":"https://doi.org/10.7880/ABAS.0181206A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"14 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76446061","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}
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.
{"title":"The strength of an opinion leader's supporters","authors":"Y. Kuwashima","doi":"10.7880/ABAS.0181009A","DOIUrl":"https://doi.org/10.7880/ABAS.0181009A","url":null,"abstract":"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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"20 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85069971","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}
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