The concept of organizational justice has been basically conceptualized as an individual level concern. However, the concern of organizational justice has not only arisen from individual level issues, but also from group and/or collective level issues. Based on this multi-level perspective, we attempt to propose the concept of collective justice perceptions. Collective justice perception is more likely to be associated with group-oriented cultures (e.g., in East Asia) and are also expected to be a meaningful and useful construct in organizational justice research. Collective justice perceptions refer to a distinct group-level cognition about whether a group as a whole is treated fairly within the organization. This new construct is different in numerous ways from procedural justice climate which has been proposed by some researchers (e.g., Naumann and Bennett, 2000). Based on various conceptualization of collective justice perceptions, we offer several testable propositions regarding this concept. We also discuss measurement issues and implications for theory and practice.

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The purpose of this paper is to present the employment relationship between professionals and Japanese organizations, by examining whether or not professionals can be core employees in Japanese companies from the viewpoint of a strategic human resource management theory.
The lack of lifetime employment encourages the externalization by professionals. On the other hand, regardless of the lack of lifetime employment, companies assume that they can cultivate a long-term commitment from professionals because of their intellectual traits. Therefore, professionals are an essential resource for competitive advantage in Japanese companies. This paper will demonstrate that professionals can become core employees from the viewpoint of a strategic human resource management theory, in consideration of literature about professional characteristics. Furthermore, institutions and companies need to invest in life-long training and support for professionals, in order to retain their services.
Therefore, the cultivation of professionalism is required to achieve sustainable competitive advantage.

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Recent developments in organizations suggest that the most effective type of organization under the turbulent environment is the one with self-managing teams in which organizational authority is considerably delegated downward. This paper examined the dynamics of mutual interaction between IT and the self-managing team.
The aims of this paper are 1) to re-examine the previous literature on organizational structure and information technology, 2) to investigate the role of the self-managing team integrated in hierarchy structure as a mechanism of organizational flexibility, 3) to prepare a new dual structure model of organizations and 4) to analyze the case of Nissan Revival Plan which Mr. Ghosn directed using Cross-functional teams within the corporation to prove these propositions.
This paper analyzed the structural nature of the self-managing team in terms of the strength of the links to the higher levels of the organizational hierarchy. It proposed to identify three types of teams corresponding to three levels of decision making.
I would conclude that, on the one hand, IT, through the expansion of the scope of and the increase of the speed of environmental change, has demanded the organization of the flexibility which in turn contributed to the formation and growth of the self-managing team. On the other hand, the self-managing team, through the need for information creation, has put pressure on the development of IT.

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Factors affecting customer satisfaction within a public school was investigated by defining both parents and students as the customers of a public junior high school. Parents (n=121) and students (n=141) completed questionnaires related to customer satisfaction. Results of factor analysis indicated two factors that promoted parents and studentssatis faction as customers. These were the educational environment, both human and device, and academic improvement. Parents. 1 criterion for both factors was of a higher standard than student's criterion. Parents of female students had higher expectations regarding the human educational environment than those of male students. School facilities, services, and club activities; significantly influenced parents and students satisfaction. Moreover, parentchildrelations might interact with the human educational environment. These results indicate that the understanding of customer needs is a prerequisite for the management of public schools.

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The purpose of this paper is to investigate what makes employee accept new HRM practices. This study also examines the relationship between acceptance of this new HRM practices and organizational commitment. We researched a private university which announced a policy to come to attach importance to education. It was found that employee recognize more consistency between organizational strategy and HRM practice, employee more esteem the HRM practice. Furthermore, it was verified that continuance commitment had negative effect to employee's acceptance of new HRM practice intended organizational change.

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