The purpose of this study is to investigate the capabilities of the information systems departments to suppress shadow cloud in enterprises. Particularly, due to COVID-19 pandemics, remote work has accelerated, it is believed that the number of shadow cloud has inevitably increased. In this study, author shows that IT Agility in the information systems department affects the IT support capability of the information systems department and has a certain effect on the suppression of shadow cloud. To this end, author conducted a questionnaire survey of employees (N=320) at the level of section manager or higher in the information systems department of a company, and the results of the questionnaire revealed that IT Agility in the information systems department affects the IT support capability and leads to the suppression of shadow cloud. In particular, the effectiveness of communication with the business department was shown as the IT support capability. The author believes that it will be useful in considering future corporate strategies utilizing IT.

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Plenty of studies have been conducted on construction productivity currently. However, most of these studies focus on a specific aspect of construction productivity. For example, some studies may examine how precast concrete affects productivity, while others may explore the relationship between Building Information Modeling (BIM) and productivity. Unfortunately, there haven't been any studies that analyze all the factors that affect construction productivity and provide an outlook for the future. Thus, to fill this gap, in this paper, the authors use the Grounded Theory (GT) to code and analyze the literature, applying the principle of open coding and refinement from the original materials. The objective is to classify the factors that affect productivity in the construction industry and objectively reflect the development direction of productivity research within the industry.

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In terms of corporate sports activities, sponsorship of sports events and athletes has been actively discussed, but knowledge about corporate sports is lacking. This is because of the tendency to give priority to largescale events and sponsorship for famous athletes, as well as the fact that corporate groups are a corporate culture peculiar to Japan. However, many companies still have corporate sports teams. Therefore, this study evaluated the effects of corporate sports such as rugby and volleyball on Suntory's corporate brand image. Applying structural equation modeling to an online survey of 1,000 people in Japan, in addition to soft drinks and alcoholic beverages, this study finds that corporate sports have a positive impact on corporate brand image. Furthermore, compared to the younger generation, who are said to be less likely to watch sports, the effect was higher for people in their 40s and older.

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This study explores the role of Social Capital (SC) and Community-Based Initiatives (CBIs) in managing the COVID-19 pandemic in Beppu City, Japan. Using a qualitative research approach, semi-structured interviews were conducted with key figures from Beppu City. The findings reveal that SC, characterized as the resources embedded in social networks and strong relationships within its community played a pivotal role at various stages of COVID-19 management cycle in Beppu City. These elements facilitated effective communication, coordination, and resilience among community members. Despite the unprecedented nature of the crisis and the evolving understanding of the virus, the study emphasizes the effectiveness of CBIs and countermeasures taken to contain the virus and address the socio-economic challenges caused by COVID

19.The study proposes a Theory of Change (ToC) model aiming at addressing the challenges and evaluating the initiatives taken to address them. The model highlighted how community resilience, adaptability, and collaboration facilitated effective pandemic management, offering insights into the role of SC in pandemic management strategies. This research contributes to the literature on SC and disaster management through empirical evidence from a Japanese case study and offers practical implications for policymakers and practitioners.

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Recent developments in technology, the economy, and innovation have led to the rapid development of Industry-University Collaboration (IUC). However, the literature has rarely focused on IUCs between humanities and social sciences fields (HSSF) and technological companies. This research clarifies the relevant factors with IUC by showing the importance of a technological gatekeeper of cultural production

(TGCP). Qualitative approach is used to reveal the TGCP's role. TGCP, who has working experience in Japan, is the main interview target. Triangulation approach was used to prove the validity and reliability.

This research thematically examines the TGCP's impact and the factors that affect the IUCs between HSSF and technology companies. The result shows connections among TGCP, communication, consistency of objectives, trust, and IUC. Furthermore, TGCP capabilities (respect, curiosity, and intuition) are identified.

This research provides a theoretical reference for other researchers by providing directions for future research and practice on IUC strategy.

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Richard Arend has criticized my proposal that interested strategic management scholars should engage with ongoing debates around competition policy for digital platforms. He is skeptical that the field of management has anything to contribute. In this essay, I respond to his various claims, noting that competition economics still has a largely pre-digital focus that a strategic management perspective on innovation-driven competition could improve. The ferment surrounding competition policy and the public attention on digital platforms creates a perfect opening for strategic management scholars to propose approaches based on their specialized insights. I also respond to Arend's claims that I am biased in favor of Big Tech firms.

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This study focused on two projects and aimed to comprehend initiatives for regional development from an organisational standpoint, utilising the framework and evolution of the project's autonomous and cooperative system. As a result, it became evident that both in-house and take-out incentives, grounded in 'membership' and 'agenda', played a role in project member organisations cooperative efforts. In cases of regional projects fostering new industries specialised in regional development, it was observed that project member organisations related to the local land and region must influence the relationship between autonomous and cooperative systems among project members to foster participation in the cooperative systems. The outcomes of the system dynamics analysis further revealed that members with predominant take-out incentives are expected to eventually be surpassed by in-house incentives. Additionally, it was demonstrated that through the formation and evolution of repeated pilot projects aimed at identifying potential local industries, the dynamics of strategic reciprocity were likely to impact the core business activities of the members.

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