ABAS is an English-language, open-access online journal that communicates the results of business research conducted in Japan to overseas researchers. It is of course a refereed journal. ABAS is the first Japanese business studies journal to be archived on the international EBSCO host and ProQuest research databases. ABAS was founded in 2002, and is published by GBRC, a non-profit organization established primarily by interested members of the teaching staff of Department of Management, Graduate School of Economics of the University of Tokyo.Ten years after its foundation, ABAS was re-launched from Volume 11 in a new form. The new version was clearly distinguished from conventional national and international social science journals, adopting a completely new and different "ABAS style" to publish distinctive, stylish papers in the aim of becoming a frequently cited journal. This is the ABAS editorial policy.
What is ABAS style? 1. Each paper focuses on a single theory, data set, and concept, with a clear and simple theme. 2. The paper’s title and abstract are explanatory, enabling readers to immediately understand its theme and assertions. 3. Each paper is compact, aiming for a length of 10-15 pages so that it can be read in a single sitting. 4. English is used as a common global language, and the language is simple enough to be readily understood by non-native readers of English. 5. Advanced mathematical or statistical methods are not used.
ABAS places particular emphasis on the following three types of paper, which have been neglected by conventional journals, but which readers wish to read: a. Technical notes: Clarifying mistakes and problems in existing research. b. Fact-finding reports: Setting out interesting facts obtained from research data. c. Conceptual papers: Introducing and explaining interesting conceptual models developed either by the author or others.
This study shows that a positive correlation exists between diversification of place of work and organizational commitment. The study compared the working-at-the-office group, working-from-home group, and shared-office-use group using data from an internet survey (N = 3694) and data gathered from a survey of people using shared offices (N = 424). The results were as follows. First, we found that organizational commitment was higher for the group that combined working at the office and working from home and the group that combined working at the office and shared office use than it was for the group that was only working at the office. Second, we found that organizational commitment was higher for the group that combined all three (working at the office, working from home, and shared office use) than for the group that combined working at the office and working from home. From this, we assert that diversification of the place of work gives employees a positive view of their company in that it supports them, and this could enhance employees’ organizational commitment.
Data usage has a major impact on the corporate innovation process by providing more multifaceted and clarified customer insights than those that have been available before. However, data-driven development relies on objective data, and as a result of the constant pursuit of rationality, we are confronted with the opposite constraint of user trends. Project L, as discussed in this paper, adopted data-driven development after its official release; however, as product updates were led by user data, the product tended to be updated conservatively and for the existing users, which resulted in a slowdown in the active user growth rate. Fortunately, the development team size was not reduced even after the product was released; hence, Project L was able to change into a development policy in which the ratio of idea-driven development and data-driven development could be adjusted based on user trends. The result revealed that they were equally successful in capturing new users and retaining existing ones.
In studies on buyer–supplier relationships, interdependence is a commonly used keyword; however, its definition and measurement items have not received much attention. By reviewing the literature, this study found two streams in studies associated with interdependence, with each stream having certain commonalities in its measurement items. In the power-related context based on Resource Dependence Theory by (1) Pfeffer and Salancik (1978), it tends to use the percentage of sales accounted for by the trading partner, the substitutability of trading partners, and the switching cost, whereas in the task-related context based on (2) Thompson’s (1967) technology, dependence on the traded input and output is often used as measurement items for interdependence. In fact, both logics are implemented in Toyota Motor Corporation’s supplier management, using multiple suppliers to avoid resource dependence while some parts are determined by technology.
The Nadler–Tushman congruence model stands out as a well-known and effective framework for navigating organizational change (Nadler & Tushman, 1989, 1997). Despite the prevalent discussions on organizational ambidexterity in recent years, few people are aware that both of these concepts originated from the same researcher around the same period. Although these ideas followed separate developmental paths, their shared origins underscore a common research interest. This paper aims to explore Tushman's research and respond to the convergence of these two concepts after approximately 30 years. Based on Tushman's suggestion that the integration of multiple logics through an overarching identity is necessary, this paper considers and suggests a new integrated model. This model can help formulate a paradigm for dynamic organizational change that aligns with today's organizational environment.
Identifying and gaining access to lead users (LUs) in the market is very costly and time-consuming. To enable more efficient access to LUs, this study examines how the proportion of embedded lead users (ELUs) of the organization as employees differs from that of LUs in the market as consumers. An organizational survey and a survey of consumers were conducted in the travel market, and differences in the distribution of lead userness were examined based on the samples obtained from these surveys. The results indicate that the proportion of individuals with high lead userness is higher within the organization than in the market. However, no significant differences in lead userness within the organization was found according to employment type.