First of all, the author's experience in both the US covering east, west, and south and Japanese Business Schools over forty years in the capacity from graduate student through Professor, Chairperson and Dean is reflected briefly from the viewpoints of the Age Discrimination in Employment Act in the US. regional characteristics, and visitors versus full-time regular appointments.
Secondly, the comparison of the present status of Business Schools on the basis of historical background is made from five different angles, i.e., Economics offered in Business Schools, the scale and scope of Business Schools, Tuition and related expenses, the degree of diffusion of distance learning, and respective accreditation organizations.
Thirdly, issues and prospects are summarized with emphasis on the tenure system, industry-government-academy collaboration, executive MBAs, and multiple dagree systems.
Finally, a comparative disadvantage on the part of the Japanese Business Schools in terms of the number of graduates is highlighted with statistics, and reexamination of the accreditation institution are emphasized.

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The hypotheses: Integrating strategy indicates high power and low seriousness; negative strategy indicates low power and low seriousness; dominating strategy indicates high power and high seriousness; Intervening strategy indicates high power and low seriousness.
The studies examined the strategies with regard to interpersonal conflicts in the workplace. The subjects were ten managers and fifty-four subordinates who worked at a car dealership. They were asked how they dealt with the conflict situations. Based on the correspondence analysis, these hypotheses were supported.

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The relation between executive remuneration & bonus and corporate performance was analyzed using the data between 1982 and 1998 of 118 manufacturing firms in Japan. The data is divided before and after the collapse of the ‘bubble’ economy and the tendencies in executive compensation in each period are compared using Panel Analysis.
The results indicate that company market value and profitability were reflected in the determination of executive remuneration & bonus more immediately after the collapse of the ‘bubble’ economy. Further, the changes in degree of influence by sales, ROE, and stockholder structure were examined before and after the collapse of the 'bubble' economy.

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The biotechnology industry consists of organizations that solve problems or make useful products by use of biological processes. There are crucial problems awaiting solutions which activate biotechnology research and encourage the biotechnology industry in Japan.
This paper has two aims. The first is to assess trends in the American and European biotechnology industries and biotechnology clusters from the published data and literatures. The second is deriving prerequisites for creating biotechnology clusters in Japan from analyzing these trends.
Definite trends in the overseas biotechnology industry show that the biotechnology industry constructs a collaborative network. This collaborative network forms as research institutes, manufacturers, providers of funding, management, and legal services, and administrative agencies join in promoting the development of biotechnology industry in specific areas. In general, the biotechnology industry grows through developing biotechnology clusters.
We derive two prerequisites for creating biotechnology clusters. The first is the requisite of classification. The roles of institutions (universities, research institutes, firms, funding institutions, patent attorneys, etc.) must be classified. The second is the requisite of cooperation. If the various institutions achieve closer cooperation with each other, it can promote reciprocation of valuable information.

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There are some differences between Japanese domestic academic conferences and international academic conferences.
Firstly, university buildings are used in domestic conferences but hotels are used for international conferences which leads to differences in the total costs of organizing conferences. Organizers may need to raise funds to have conferences in hotels which is usually more expensive. Secondly, the participation fee is paid by money transfer of postal saving in Japan, but by credit card for international conferences. Thirdly, job market activities, especially for new Ph.D. students are often organized at international conferences, but not in Japan. Fourth, book publishers exhibit their publications at many international conferences but rarely in domestic conferences.

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