This study investigates married working women's coping strategies for work-family conflicts and the subsequent changes that take place in their marital relationship. Semi-structured interviews were conducted among 42 women. The subjects were classified into 4 groups according to two criteria: dyadic consensus of recognition and power balance. The results showed that the coping methods used to resolve work-family conflicts and the subsequent changes were different among the 4 groups. Results suggest that integrating the perspective of marital relationships useful when we examine now coping methods are selected to resolve work-family conflict.

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This paper describes the competitive strategy of Japanese overseas affiliates based on the systematic transfer of human resource management (HRM) practices from the Japanese parent firms. The primary focus for the present study was placed on building and testing the three hypothesized models of HRM transfer (including laborforce management, skill development, and positive problem solving models), with its emphasis on the process by which the national and firm specific resources on HRM (HRM resources) are transferred and become embedded in the affiliate organizational structure as an effective resource system. Empirical findings, based on the 286 Japanese firms in China and Taiwan by using the structural equation modeling analysis, indicated that the variance of the two performance measures for overseas affiliates was best explained by structural equations based on the“positive problem solving model”in which the three-stage sequential transfer of home-derived HRM resources to Japanese overseas affiliates is assumed. In conclusion, the mechanism of building the competitive HRM system through transferring HRM resources beyond the national boundaries was discussed, highlighting the sequential transfer strategy of the home-derived resources from the basic resources to instrumental ones.

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The present study examines what kind of leadership behavior has the effect of increasing subordinate job satisfaction (JS) in situations of high environmental uncertainty (EU), and those of low EU. First of all, I examine this topic using PM leadership theory and path-goal theory, which differ in their basic standpoints. Clearly, those theories are not appropriate for leadership in situations of high EU. Therefore, from a completely new point of view four hypotheses are deduced.
Questionnaires were administered to 146 full-time employees. The results supported all but one of those four hypotheses. The results suggest that if EU is high and subordinate growth need strength is large, leader human-relation orientedbehavior and participative behavior might be important in increasing subordinate JS, but leader work-oriented behavior might not be. That suggests the low predictive ability of the present theories, such as path-goal theory, in such cases. Furthermore, when EU is high and subordinate growth need strength is small, there is a positive correlation between only leader work-oriented behavior and subordinates JS. However, in situations of low EU, regardless of the degree of subordinate growth need strength, both leader human-relation orientedbehavior and work-oriented behavior have a positive correlation with subordinate JS.

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This study investigates how “the career anchors” are functioning in the decision-making of change of occupation and/or becoming independent, and consequently how are these factors contributed to the satisfaction of that decision. The author tested the hypothesis by the structural equation model with latent variables, by using the data gathered from the 231 persons who achieved change of occupation or independence within the past two years, whose age was from twenty-five to sixty.
Regard to the career anchors, five factors namely “managerial”, “special”, “autonomous”, “stable”, and “creative” were identified through factor analysis. Although these career-orientation did not relate to change-ofoccupation satisfaction directly, however “managerial” and “special” factors contributes to change-of-occupation satisfaction through the parameter of “substantial target”. On the other hand, “stable” factor contributes negative to change-of-occupation satisfaction through indirect parameter of “uneasy” factor. Finally “autonomous” and “creative” factors were not significantly related to change-of-occupation satisfaction.

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This study tries to identify dimensions of managerial skill practices based on the business process model developed for the present study. The 22-item Managerial Skill instrument was developed to measure the level of practicing these skills by Japanese managers sampled for this study from 9 manufacturing companies in Tokyo and Nagoya areas (N=371). The result of a factor analysis of MS instrument identified the following four skill dimensions: Business Innovation (BI), Team Effectiveness Building (TEB), People Management (PM) and Result Producing (RP) skills. These factors were found compatible with skill requirements occurring in four phases in the business process model of this study. Hypotheses were presented stating that managerial skill practices will be highest among managers working for highly globalized companies engaging in market-oriented jobs, relative to those in other situations. Also, the manager's position level, exchange relations with the leader (LMX) and the quality of environment for managerial career progress will affect the level of managerial skill practices in four dimensions, in particular BI skill practices. Results of statistical analyses provided basic support to key hypotheses stated above. Discussions were made regarding how effective are Japanese managers' skill practices at the office level in a comparative perspective with those of Western and other Asian managers, and also with the effective Japanese production management systems at the shop-floor level.

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This research aims at testing the relevance of the personality and the medical representative (MR)'s sales performance in exploratory. In this research, as a personality measurement we used the Temperament and Character Inventory (TCI) developed by Cloninger. In recent years, the TCI has been capturing since the researches demonstrating the relevance the temperament measure and gene information was published. Significant relevance was observed between the sales performance of MR and the temperament measure in the TCI. Further more, when it divided into eight types from a temperamental combination based on the theory of Cloninger, it was demonstrated that sales performance of “passionate persons” is significantly better than that of “violent emotive person”. Based on the results that a significant difference arises in the sales performance with the combination of the temperament which is supposed is easy to be influenced of genes, the future influence and problem in a personnel management are discussed.

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This paper attempts to prove empirically that ownership and internalization advantages play a more important role than entry mode in explaining the attained performance of subsidiary companies. Two multivariate analysis techniques were applied to four samples selected by segregating manufacturing and service companies in the USA and in Latin America. While a direct effect of ownership and internalization advantages on performance was found, a relation between entry mode and performance is not evident.

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