What is the source of competitiveness of MonotaRO Co., Ltd. （MonotaRO）, the largest EC company for industrial MRO? This paper aimed at unveiling the business strategy of this company from the point of view of three Winner-Take-All （WTA） disturbance factors, multihoming cost, the number & size of niche market, and market growth. As a result, it is implied that MonotaRO maintains current customer base and induces new clients by fulfilling a WTA factor on multihoming cost, while at the same time establishes the current steadfast position by fulfilling a WTA disturbance factor on the number & size of niche market. In addition, it is implied that MonotaRO obtains the chain of temporal competitive advantage by continuous increase in the number of items along with target expansion due to the market peculiarities, therefore its strategy is different from those of mega platformers.

How did a company exposed to a harsh business environment embody ambidextrous management and result in fundamental restructuring of management in trouble? This article aimed at unveiling from interviews with executives qualitatively the ambidextrous mechanism to practice radical innovation based on a case of the public health business advancement by an old-established liquor company with the coronavirus pandemic in addition to the strict liquor market environments. It is implied that second son of the founding family who worked for an external company until coronavirus pandemic accelerated corporate transformation and lead radical innovation of the family firm, while family firms are not positive about radical innovation.

The planning fallacy refers to a cognitive bias wherein people underestimate the time it will take to complete tasks. Its degree is affected by unpacking. When a task is broken into components, each component is visualized, and the planning fallacy is reduced. This study examined the effects of unpacking at a more macro level by comparing single and multiple plans. The participants were 122 university students. They were first instructed to plan their exam study approximately ten days before the final Management Psychology exam. Some participants only planned about Management Psychology, while the rest planned about multiple subjects, including Management Psychology. During the exam, they answered a questionnaire about the actual time they spent studying and so on. Results showed no difference in exam scores between multiple-subject planners and single-subject planners. Planned study time and actual study time were shorter for multiple-subject planners. The plans as a whole were more detailed for multiple-subject planners, and the part of the plans concerning Management Psychology was simpler for multiple-subject planners. The multiple-subject planners may have studied more efficiently due to the unpacking effect. That implies that planning for multiple tasks simultaneously is more effective than planning for only one task.

With the rise of streaming video platforms, Korean dramas（K-Dramas）have become must-have content in the global media industry. This study focuses on the career capital development system and methods employed in creative organizations to drive the success of K-Dramas. Firstly, this study proposes an organizational career capital development model, called as ‘Career Capital Factory Model’. Secondly, we also highlight a method for developing career capital through the accumulation of expertise and collaborative work on multiple projects. The results demonstrate that these unique career capital systems and methods within organizations have played a critical role in the success of K-Dramas in the global market. The study adopted a data-intensive approach that included drama work credit analysis, semi-structured interviews with retirees, and related data collection to analyze production company data. This study proposes a system for global market-oriented organizations to empower their employees’ career capital and a method for fostering career capital through multiple work processes. Our findings suggest that unique method of building career capital within organizations was a key factor in the success of K-dramas.

In this paper, we analyzed, in detail, the process and mechanism of how a manufacturing company’s identity, which is its self-recognition as an organization, is formed and changed—while under material influence—through its interactions with the society and market as mediated by a product. To this end, the entry of the tillage blade business of Taiyo Co., Ltd., into the Indian market was chosen as a case study. Based on organizational self-theory, we analyzed this organization’s semantic interpretation and response as the agent of material action. In this analysis, we expressed the organization’s self as an “interaction between organizational identity and organizational learning,” regarded the product as an important symbol that mediates social interaction, and considered materials such as nature and artifacts as markets and societies. As a result, while viewing the product as the interface between the organization and the environment, it became possible to analyze the organization’s semantic interpretation and response to material influences from society and markets. This analysis, in turn, allowed us to provide a concrete explanation of the process and mechanism through which the organization has changed its identity as the targeted self and transformed not only itself but also the market and society.