Handing over work is one of the concrete acts of knowledge transfer. However, in business, there are many cases where handover is not carried out smoothly. One of the reasons for this is that tacit knowledge on the part of the person handing over the work makes it difficult for the successor to put the knowledge into writing, even though it is necessary for the successor, and this is thought to hinder the transfer of knowledge in the execution of the work. The inability to pass on tacit knowledge is a challenge for organizations, especially when the performance of those who possess a large amount of tacit knowledge is high.
Based on this issue, this study uses statistical analysis methods to show the relationship between sales behavior and tacit knowledge, and between sales performance and tacit knowledge, using corporate salespeople as the research subjects.
In conclusion, we found a negative relationship between tacit knowledge and sales performance, and a negative relationship between sales behavior and sales autonomy, which is associated with tacit knowledge. Salespeople with high sales autonomy tend to have low tacit knowledge, which facilitates handover.

By examining the nature of corporate personhood and the effects of AI, this paper expands on an existing argument for allowing corporations, as opposed to natural persons, to serve as independent board directors.
While a corporation that serves as a director may enjoy limited liability and provide knowledge that a natural person cannot, the implications of such a situation are critical when viewed in combination with AI technology. Although AI does not have personhood in itself, corporations that own AI are given corporate personhood as a legal fiction. Human directors commonly obtain assistance from AI in making decisions, but they are open to being replaced by an AI-powered corporation when the latter has superior intelligence or when tasks are simple enough for automation. In this case, the existing requirement that boards comprise multiple people becomes unnecessary, because a single AI-powered director can provide a form of collective intelligence on its own. Such a corporation, with its lack of human intervention, is essentially a thing that consists of capital, in a transformation of the traditional view of a corporation as a combination of humans and capital.

This study investigates the creative processes in corporate strategy development by comparing them to those in business planning, hardware, and software development projects（Takeda, 2023）. A model of improving creative performance including team diversity, network diversity, and multiple perspective-taking was examined with corporate-level strategy development teams（n=472）. Results indicated that both functional and age diversity indices had an indirect effect on strategic creativity, mediated through network diversity and multiple perspective-taking, a mechanism consistent with project-level findings. In contrast, gender diversity did not show the creative mechanism through network diversity and/or perspective-taking; national diversity did not demonstrate such a mechanism through network diversity. Moreover, direct effects of diversity on strategic creativity were also significant; such effects were not observed at the project level.

This research aims to provide a thorough examination of the concepts of knowledge adaptation, with a focus on the potential development and measurement of modified capabilities. Knowledge management involves knowledge transfer and adaptation stages, with factors like the type of knowledge, motivation, training, relationships, and communication influencing knowledge transfer. Knowledge adaptation involves enhancing knowledge to fit the environment, influenced by organizational design, culture, modification, and managerial behavior. The article introduces the concept of modified capability to support enterprises in knowledge management success.

This study aims to explore the background behind the lack of proactive behavior among university staff from the perspective of contextual factors within university organizations. Through the analysis of interviews with 13 university staff members, it was revealed that the inhibiting factors for proactive behavior among university staff include the unique structure of university organizations, the nature of the organization that hinders change, impacts reflected in the field, and reasons for hesitating to engage in proactive behavior. This suggests that university staff are not as encouraged to take proactive behavior by their organizations as employees in private companies, and there are contextual factors that make it difficult for them to take action. Therefore, to increase proactive behavior among university staff in the future, it is crucial to ensure the legitimacy of changes in management and operations by creating legitimacy through higher-ups, considering the contextual factors of university organizations, rather than simply enhancing motivational mechanisms and encouraging action.

The terms “purpose” and “domain” are both translated as “Sonzai-igi.” Furthermore, “purpose” is also said to be included within “Keiei-rinen.” Based on previous research, this study docu- ments the relationship between “Keiei-rinen,” “purpose,” and “domain,” and presents related discussion. “Purpose” shows the social nature of a company（enterprise）, while “domain” indicates the strategic nature. This study clarified that both “purpose” and “domain” are component elements of “Keiei-rinen,” and that “purpose” often has the meaning（significance）of “domain.” By examining the structure of “Keiei-rinen,” we established that “purpose” is often placed at the apex, and is something that emphasizes the social nature of a company（i.e., corporate sociality）. Additionally, inasmuch as “purpose” frequently has the meaning of “domain,” by placing it at the topmost position, a company’s strategic nature（strategic approach, strategic thinking, etc.）is also emphasized.

This study applies ecosystem research and knowledge creation theory to examine the process of forming sustainable regional ecosystems. In particular, we will focus on the connections and movements of local people and entities. This will open up a new research field, and by doing so, we aim to make both ecosystem research and knowledge creation theory research contribute to solving social issues and creating social value that the world of the 21st century will face.