Many papers claim to have used GTA, but in empirical studies of Organizational Behaviour and Psychology, illustration of cognitive concepts and categories, that give meaning the participant’s experience, is not a theory. Conventionally, the different GTA versions have been conceptually classified by descriptive researchers from the viewpoint of epistemology, but the differences between the generated GTs have not been theoretically evaluated from the viewpoint of social science. Therefore, this paper evaluates each GTA version in terms of ‘social interaction’ and ‘theory’, which form the basis of GTA, by theoretically comparing the differences between representative GTs using conceptual diagrams. As a result, the utility of the original version and M-GTA were found. The following criteria were obtained to enable evaluation of papers that used GTAs: （1） Being an interpersonal interaction that can be abstracted one-to-one and include thought, emotion and behaviour; （2） Examining scope and parsimony in theoretical saturation. In addition, a new criterion for theoretical saturation was proposed for ‘relationships between main categories.’

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In recent years, there has been a growing interest in crossing the border from the company as a viable option for career development. It is pointed out that although there are many people who wish to do boundary crossing, only a few have been able to do so. Boundary crossing is not easy to do. The purpose of this research is to examine the factors that promote boundary crossing, and to clarify the process leading to the implementation of boundary crossing by examining the in-house activities. This research conducted an internet survey of employees under the age of 29 whose first job was as a regular employee, and 1542 sample. This research used a structural equation modeling analysis to verify an analytical model in which activities at the company are mediated by positive framing to promote boundary crossing. The results showed that the in-house activities had a significant impact on boundary crossing implementation, mediated by the formation of positive framing, controlling for past boundary crossing implementation. In addition, this mediation relationship was fully mediated.

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The daughter successors of family business have not been common in Japanese Business. The research focused the succession process of daughter-father relationship. Based on 27 in depth interviews with daughter successors this study identifies three themes that contribute to a high quality predecessor– successor relationship in father–daughter successions and its structuring two dimensions. Japanese culture strongly supports primogeniture. Hence the daughters used to be treated as a second choice. I examine contextual factors that influence the selection and self-selection of successors in family businesses. Japanese gender norms, which are automatically activated, blind daughters to possibilities of succession. We found the two-step model of daughter father succession model in Japan. The first step stats when she joins her family business. The second step starts as soon as her father declares her inheritance.

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