The firm under the rapid environmental change is able to achieve high performance by transforming its strategy, structure and organizational climate to fit its change. The purpose of this paper is to find the relationships between the organizational factors and financial ratios, such as sales growth rate and profit rate. Organizational factors are classified into direct environmental factors, strategic factors, structural factors and climate factors. Data were gathered longitudinally from the harbor transportation service companies and warehouse companies in Nagoya. Analytical results obtained show that sales growth rate relates with organizational size and strategic factors, and that profit rate relates with the organzational factors such as climate and morale.

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This study aimed at examining the relationships between perceived supervisor's personality and subordinates' morale. In addition, the relationships between leadership behavior and perceived supervisor's personality were investigated. 350 workers belonging to three different enterprises served as respondents. They were asked to respond to four kinds of psychological scales: Perceived Supervisor's Personality Scale (20items), Leadership Behavior Scale (41items), Morale Assessment Scale (41items), and Job Characteristics Scale (19items). The number of the groups used in the analysis were 101.
Major findings were as follows:
1. Leadership behavior has strong influence on personality cognition of workers.
2. There were moderating effects of two job characteristics, variety and autonomy, on the relationships between leader behavior and perceived supervisor's personality.
3. Leadership behavior has strong influence on subordinates' morale than supervisor's personality does.
4. The moderating effects of job characteristics on the relationships between supervisor's personality and subordinates' morale were stronger than the moderaing effects of them on the relationships between leadership behavior and subordinates' morale.

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Murakami (1987a) developed the hierarchical component analysis maximizing the sum of alpha coefficients of second order composites as a method for analyzing multiset data. The present paper offers some additional information on his method. First, three differnt types of hierarchical component analysis methods are formulated and compared with the present method. The main features of the method, that is, the scale free property and the interpretability of the second order composites are stressed. Second, three data sets, artificial and real, are analyzed by the method. The results showed that the fidelity and the bandwidth of the first order composites can be balanced according to expectation through changing the number of second order composites.

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This study aimed at exploring the effects of two great accidents (the explosion of the space shuttle “Challenger” and the disaster of Chernobyl nuclear power plant) on the evaluation and the image of each technology. Before and after each accident, questionaires were administered to university students. In this article, we reported only about the evaluation and the image of three technologies: space development, nuclear power generation, and artificial intelligence. Though the comparison should be carefully interpreted because the sampling was not systematic, some points were suggested. First, the accident of Challenger affected the evaluation and the image of space development very strongly, and also artificial intelligence a little. However, the accident of Chernobyl had an effect only on nuclear power generation. Second, after the accident of Challenger, safety evaluation of space develpment shifted negatively, though general and social evaluation changed positively. On the other hand, after the accident of Chernobyl nuclear power plant, all evaluation of nuclear power generration changed negatively.

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Japanese management and its transferability in foreign countries were investigated based on the interview data with six Japanese firms in Thailand, Malaysia, and Singapore. It can be hypothesized that the essential part of the management in each firm is Japanese style, and that Japanese employees have identification with their company, while asian peoples have with their community, though the data are too limited to generalize.
It is also understood that one of the characteristics of Japanese management is to train general management ability on the job training within the company.
Management is a composite whole consisted of universal and ratinal parts, and culturespecific components. What can be transferred are those of universal and rationalistic nature. Local firms must incorporate the ratinal parts of Japanese management so as to fit their own culture.

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This study explored (1) by what factors the employment of retired worker were prescribed, (2) what changes in working conditions they faced at the job after their retirement, (3) which types of retirement they regarded as desirable for themselves. Based-on these facts, how the rate of employment of retired workers, which has shown a tendency to decrease in recent years, would be raised was also examined. Questionnaire data were obtained from 754 male aged people who had retired from the firms in Aichi prefecture 5 years ago.
Results indicated that those workers who had highly specialized skills and/or widely applied skills were more likely to be hired, and could engage in full-time work. It was pointed out from these findings that in order to increase the employment of retired people it was of importance (1) to employ flexible working hours systems, under which people wishing part-time work could be hired and (2) to develop career and training programs long before retirement to heighten their skill level and variety. Other results were discussed in terms of promoting elder workers' employment.

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