Japanese Journal of Administrative Science
Online ISSN : 1884-6432
Print ISSN : 0914-5206
ISSN-L : 0914-5206
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Volume 25, Issue 1
Displaying 1-5 of 5 articles from this issue
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ARTICLE
  • A Simulation of Leadership in Change Management
    Takao Nomaguchi, Yasunobu Kino
    2012 Volume 25 Issue 1 Pages 1-17
    Published: 2012
    Released on J-STAGE: August 27, 2013
    DOIhttps://doi.org/10.5651/jaas.25.1
    JOURNAL FREE ACCESS
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    The project manager is expected to assume a leadership role in change management. Change management projects have a different mission from other projects. A change project is expected to produce an innovative result or deliverable, where the old type of project management focused on more predictable results. To understand how to effectively manage change in projects, we needto understand what roles and functions are performed by project managers in change management. We performed a simulation experiment, guided by interviews with change management specialists. The simulation was performed with the multi-agent simulation software Artisoc, and we report its results here.
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ARTICLE
  • The Effects of Organizational Climate and Change Orientation on Innovation-Oriented Behavior
    Miki Ozeki
    2012 Volume 25 Issue 1 Pages 19-28
    Published: 2012
    Released on J-STAGE: August 27, 2013
    DOIhttps://doi.org/10.5651/jaas.25.19
    JOURNAL FREE ACCESS
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    This study aims at revealing the effect of change orientation and organizational climate on innovation-oriented behavior. A questionnaire survey was conducted on 8 companies, and responses of 168 employees were the target of analysis. Result showed following: 1) Under compelling and mandatory climate, employees with high change orientation took more innovation-oriented behavior than those with less change orientation 2) Innovation-oriented behavior was not affected by organizational climate where employees were participative and organizations were well managed. Considering results of this study and past several studies, change orientation and innovative organizational climate appear to be necessary to enhance employee's behaviors contributing to development of the organization.
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ARTICLE
  • Contextualizing the Relationship Between Person-Job Fit and Job Satisfaction in Japanese and Canadian Nurses
    Catherine T. Kwantes, Simone Arbour, Shinichiro Watanabe
    2012 Volume 25 Issue 1 Pages 29-43
    Published: 2012
    Released on J-STAGE: August 27, 2013
    DOIhttps://doi.org/10.5651/jaas.25.29
    JOURNAL FREE ACCESS
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    As globalization increases, it is ever more important to gain an understanding of the determinants of job satisfaction in different cultural contexts. This research examined person-job fit and professional tenure as antecedents of job satisfaction in nurses in both Japan and Canada. Regression analyses suggest that professional tenure provides little independent contribution to variation in either person-job fit or job satisfaction in either cultural context. Person-job fit, however, had a strong relationship with job satisfaction even after controlling for age and professional tenure. Contrary to expectation, no interaction between person-job fit and professional tenure was found in either Japan or Canada. Also unexpectedly, age was a significant predictor of job satisfaction only in the Canadian sample. Implications for theory and application are discussed.
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THE 14TH ANNUAL MEETING OF THE JAPANESE ASSOCIATION OF ADMINISTRATIVE SCIENCE
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