Avolio and Bass's Full Range Leadership Theory, which had been popular for more than 30 years in English-speaking countries, has also been studied in Japan. However, Transaction Leadership has rarely been studied. This paper presents an empirical research on Transactional Leadership conducted in a Japanese electric-industry company with 105 participants. Data collected from the sample were analyzed firstly by Confirmatory Factor Analysis to confirm whether transactional leadership has two-factor structure of Contingent Reward and Management by Exception （active）. Secondly, correlation analysis was employed to examine the relationships between Contingent Reward and Management by Exception （active） and three leadership effectiveness variables. Thirdly, Multiple regression analysis was employed to examine the influence of Contingent Reward and Management by Exception （active） on three effectiveness variables. Results show that firstly two-factor structure of Transactional leadership was confirmed as predicted, that secondly Contingent Reward strongly influenced on leadership effectiveness over Management by Exception（active）and that thirdly Contingent Reward had more influence on three effectiveness variables than Management by Exception （active）. Discussions of results shall be given in the middle of this paper.

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In response to changes in recent years to the social environment, many small and medium-sized businesses in the automobile maintenance industry have been forced to reform their profit structure and increase productivity. In this research, we sought resolutions for business challenges faced by existing automobile maintenance companies through utilization of optical technology and we examined the process of innovation creation. Through a series of discussions and experiments, we developed innovations on-site via the application of optical technology in academic-industrial collaborative efforts, and as a result, have been able to indicate that it can aid in resolving the business challenges of companies. In addition, we showed that the viewpoint of “Management-In” is important in the innovation process.

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The recent cases of whistleblowing that caused enormous damage to a company were largely based on inadequate internal systems. Therefore, there is a need for preparing an effective internal whistleblowing system. Despite these facts, there is little relatively research on the factors associated with an internal whistleblowing system for corporate governance in Japanese corporations. This exploratory study examines the factors associated with a positive attitude towards developing an internal whistleblowing system, especially organizational characteristics, past experiences, and overseas factors. In this study, I employ a logit analysis of 1,090 listed Japanese corporations for FY2017. The results show significant and positive correlations between positive attitudes toward an internal whistleblowing system and organizational characteristics (i.e. corporate social responsibility (CSR) attitude, ethical interest, compliance awareness, independence of internal audit, risk management attitude), past scandalous affairs, and overseas expansion. The results also show that firm size affects the company’s attitude towards implementing a strong internal whistleblowing system.

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In this paper, the contribution of Balanced Scorecard(BSC) in organizational development is examined, based on four types of organizational development and change process by van de Ven & Poole (1995). When the purpose of using BSC is to realize the strategy, there is the problem that it is not easy to evaluate the outcome by using BSC. Because BSC contributes to the realization in the long term indirectly. Under the basic design philosophy of BSC, organizational development by teleology theory is expected, and organizational members are required to achieve strategic goals. However, achieving the strategic goals is not easy, and even if it is understood that it is important for organizational development to go through the PDCA cycle for realizing the strategy, only unsatisfactory results occur while the strategy itself is changed. Therefore, it is necessary to three-dimensionally check the contribution of BSC to organizational development from more diversified viewpoints.

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