This study analyzes the development of Automatic Train Operation （ATO） based on the Automatic Train Protection （ATP） system in the railway industry from the perspective of institutional logic multiplicity. Specifically, it examines how Kyushu Railway Company （JR Kyushu） became the first in the world to introduce GOA2.5 automatic operation, using the framework of new institutional organization theory. The railway industry operates at the intersection of multiple institutional logics, including business logic that prioritizes economic efficiency, safety logic that emphasizes accident prevention, and regulatory logic that ensures legal compliance. This study highlights how JR Kyushu leveraged ATP-based systems to balance safety and cost-effectiveness while promoting regulatory changes to facilitate automatic operation. The analysis reveals that shifts in institutional logic can drive technological innovation, ultimately influencing macro-level institutional environments. This study contributes to understanding innovation processes in the railway industry through the lens of institutional logic and offers implications for other regulated industries.

This study examines the relationship between the frequency of late arrivals, early leavings, and absenteeism among coworkers with children, the accounts of supervisors or privileged coworkers, job interdependence, job autonomy, and the perceived loafing of privileged coworkers with children. The hypotheses were tested using a sample of 305 childless employees. The findings indicate that both the frequency of absenteeism among coworkers with children and job interdependence are positively associated with perceived loafing. Additionally, the study reveals that privileged coworker accounts are negatively related to perceived loafing. Furthermore, it is found that when the privileged coworker's accounts are low, the frequency of absenteeism among coworkers with children has a positive relationship with perceived loafing.

This study examines the impact of understaffing on individual attitudes, motivation, and performance in innovation activities. While previous research has shown that understaffing can have both positive and negative effects on these factors, its intensity has not been sufficiently considered. Additionally, despite the recognized importance of understaffing in innovation activities, empirical studies on this relationship remain limited. This study focuses on employees engaged in R&D, a crucial aspect of innovation, and investigates in detail how understaffing affects their attitudes, motivation, and performance. By conceptualizing the strength of an individual perception of understaffing as the intensity of understaffing, the study further examines its effects on key outcome variables. The findings reveal that the impact of understaffing differs across these three factors. Specifically, understaffing negatively affects individuals’ learning orientation, follows an inverted U-shaped relationship with motivation, and positively influences performance.

Customer Success has emerged as a strategic approach that enables businesses to support customers in achieving their desired outcomes. While widely adopted in Software as a Service （SaaS） industries, its application in large non-SaaS enterprises presents unique challenges due to existing organizational structures. This study explores how Customer Success can be promoted across entire organizations through an exploratory multiple-case study of four publicly listed Japanese firms. Using the Gioia method, three key factors were identified: cross-functional collaboration, shared infrastructure, and organizational culture development. Additionally, this study highlights the significance of an internal orientation within Customer Success departments, emphasizing that internal alignment enhances external effectiveness. Unlike SaaS firms, where Customer Success is embedded as a given function, non-SaaS enterprises must define and integrate it within existing structures. Findings suggest that successful implementation requires proactive cross-departmental engagement and internal capability building. This research contributes to academic discussions on Customer Success by extending its applicability beyond the SaaS domain and providing practical insights for companies navigating Customer Success in complex organizational environments.

The advancement of digitalization is replacing existing analog businesses with digital models across various industries. In the content industry, which provides videos, music, manga, books, magazines, newspapers, and other media, this transition to digital models is also occurring and has entered its second round. 'Second round' refers to a secondary shift that further replaces the initial digital model transformation of analog businesses. As digitalization progresses, entrants such as platformers appear within the industry, creating a contradictory relationship of 'complementarity' and 'competition' with the incumbents. However, this contradictory relationship existed before the emergence of platformers. This study examines where the relationship of complementarity and competition arises in each round of digitalization, using case studies from the newspaper and music businesses. It shows that as the rounds of digitalization advance, the relationship between incumbents and platformers is changing, and at some point, complementarity and competition will coexist.

The cultivation of unicorn companies serves as a means of fostering future corporate giants, a goal that the Japanese government has also set as a policy objective. A unicorn company is defined as a startup that has successfully scaled and achieved a valuation exceeding $1 billion. A critical factor influencing the success of scaling is organizational scaling, the process through which a business expands its operations. Scaling can be realized through intellectual capital, the interactions among its components, and dynamic capabilities that mediate the relationship between intellectual capital and scaling actions. Therefore, this study aims to integrate existing research to clarify how intellectual capital, its interactions, and dynamic capabilities influence scaling while also proposing future research directions.

Previous studies have suggested that craft functions as a counterforce to modern rationality through the re-enchantment. In this context, conventional conceptions of craft are often rooted in a nostalgic orientation toward the pre-industrial era, preceding the advent of mass production. However, for craft to facilitate future-oriented innovation, it must transcend mere nostalgia and embrace a creative and forward-thinking approach. While several scholars have highlighted this necessity, concrete strategies for its realization remain insufficiently articulated. This study examines the case of modified supercars inspired by the aesthetics of Japan’s 1970s biker gangs, a subculture long perceived as anti-social by mainstream society, to explore how craft can re-enchant existing conceptual frameworks. Conventional craft is characterized by a return to handcrafting, the use of natural materials, and the preservation of traditional techniques. However, these modified cars embody an innovative approach that transcends such nostalgia. Through an empirical analysis, this study investigates how craft challenges the principles of modern rationality and contributes to the creation of new forms of value. Ultimately, this research seeks to refine the conventional understanding of craft’s role and provide insights into future value creation within the automotive industry.