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.
{"title":"Fresh/long-time employees have better perspective but what of the others?","authors":"N. Takahashi","doi":"10.7880/ABAS.0181119A","DOIUrl":"https://doi.org/10.7880/ABAS.0181119A","url":null,"abstract":"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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"5 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90304550","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 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.
{"title":"Consideration of time pressure in the limited time edition products","authors":"Yuki Mitomi","doi":"10.7880/ABAS.0181031A","DOIUrl":"https://doi.org/10.7880/ABAS.0181031A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"43 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84893512","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":"Management of flexibility in continuous product development","authors":"Wei Huang","doi":"10.7880/ABAS.0180921A","DOIUrl":"https://doi.org/10.7880/ABAS.0180921A","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"81 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84743895","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}
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.
{"title":"Are call centers sweatshops?","authors":"Hidenori Sato","doi":"10.7880/ABAS.0180830A","DOIUrl":"https://doi.org/10.7880/ABAS.0180830A","url":null,"abstract":"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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"29 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81512634","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}
Prior research on customized component transactions asserts that from a manufacturer’s perspective, customization costs can be reduced by creating collaborative relationships. However, there are few researches on the supplier’s perspective. In this paper, a survey of Japanese suppliers revealed that (a) supplier performance improves when there are more proposals both from and to customers, and that (b) supplier performance deteriorates when proposals only come from the customer. In other words, in case of the top-down relationship in (b), supplier performance deteriorates, but in the bidirectional relationship in (a), supplier performance improves.
{"title":"Customization management in supplier performance","authors":"Wonwook Song, Atsushi Akiike, Young Won Park","doi":"10.7880/ABAS.0180813A","DOIUrl":"https://doi.org/10.7880/ABAS.0180813A","url":null,"abstract":"Prior research on customized component transactions asserts that from a manufacturer’s perspective, customization costs can be reduced by creating collaborative relationships. However, there are few researches on the supplier’s perspective. In this paper, a survey of Japanese suppliers revealed that (a) supplier performance improves when there are more proposals both from and to customers, and that (b) supplier performance deteriorates when proposals only come from the customer. In other words, in case of the top-down relationship in (b), supplier performance deteriorates, but in the bidirectional relationship in (a), supplier performance improves.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"35 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78803565","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":"What was the Galapagos ke-tai?","authors":"Atsushi Akiike, Sotaro Katsumata","doi":"10.7880/ABAS.0180912A","DOIUrl":"https://doi.org/10.7880/ABAS.0180912A","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"29 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90405753","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":"Job performance explains work engagement","authors":"Nobuyuki Inamizu, Mitsuru Makishima","doi":"10.7880/ABAS.0180712A","DOIUrl":"https://doi.org/10.7880/ABAS.0180712A","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"19 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77220279","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":"Positive effect of cost pressure","authors":"Fumihiko Ikuine","doi":"10.7880/ABAS.0180712B","DOIUrl":"https://doi.org/10.7880/ABAS.0180712B","url":null,"abstract":"","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78336457","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 development and diffusion of compliance activities in Japanese companies from around 2000 can be thought of as a typical example of the institutional isomorphism discussed by DiMaggio and Powell (1983), that is, isomorphism mechanisms that were at work irrespective of performance (Aizawa, 2018a). Snow Brand Milk Products had a corporate scandal in 2000, and the compliance activities it began soon after comprised institutional isomorphism. In actuality, at that time there was no extraordinary worsening of performance, though directly after the scandal in 2002, the company was beset by a worsening of performance that put the company in danger, and it waged its survival on a wide-ranging rethinking of the details of its compliance activities to make them more unique. In addition, it spun off core businesses and transferred some of its shares in order to win back trust. Companies that have confronted management crises and have survived work toward restoring trust using similar methods. In other words, even when the same company doesn’t have selection pressures, institutional isomorphism may arise, and when there are selection pressures, competitive isomorphism may arise.
{"title":"Snow Brand Milk crossed the divide between institutional and competitive isomorphism","authors":"Ayako Aizawa","doi":"10.7880/ABAS.0180711A","DOIUrl":"https://doi.org/10.7880/ABAS.0180711A","url":null,"abstract":": The development and diffusion of compliance activities in Japanese companies from around 2000 can be thought of as a typical example of the institutional isomorphism discussed by DiMaggio and Powell (1983), that is, isomorphism mechanisms that were at work irrespective of performance (Aizawa, 2018a). Snow Brand Milk Products had a corporate scandal in 2000, and the compliance activities it began soon after comprised institutional isomorphism. In actuality, at that time there was no extraordinary worsening of performance, though directly after the scandal in 2002, the company was beset by a worsening of performance that put the company in danger, and it waged its survival on a wide-ranging rethinking of the details of its compliance activities to make them more unique. In addition, it spun off core businesses and transferred some of its shares in order to win back trust. Companies that have confronted management crises and have survived work toward restoring trust using similar methods. In other words, even when the same company doesn’t have selection pressures, institutional isomorphism may arise, and when there are selection pressures, competitive isomorphism may arise.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"45 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84638777","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}
: 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.
{"title":"Do all staff members need to share the same purpose?","authors":"M. Abe","doi":"10.7880/ABAS.0180625A","DOIUrl":"https://doi.org/10.7880/ABAS.0180625A","url":null,"abstract":": 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.","PeriodicalId":52658,"journal":{"name":"Annals of Business Administrative Science","volume":"45 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76373264","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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