Reflecting on the history of the computer as it is concerned with our generation throughout our experience accompanied with computer development, there emerges a Four-Paradigm Model of computer use along two axes: mono (noematic) and koto (noetic). These axes create the four-paradigm of “manipulation” as the replacement of man power, “computation” as the use of information, “coordination” as the deployment of IT in human environment and “accommodation” as the learning device. Through critical investigation of the history of the computer via the lens of the monolkoto distinction based on these four paradigms, it seems to me that we have to change radically the paradigms of computer use from a tool of seeking efficiency to a device for human learning. This paper shows an approach to use the computer as a tool of learning by embedding IS/IT in the process of action research based on Checkland’s SSM.

In terms of monolkoto analysis, Kimura’s theory of “actuality” and Hiromatsu’s concept of “limbs structure” are borrowed as the analytical framework.

Establishment of global IS is a major management challenge in multinational investment banks. When they implement global IS beyond national borders, they often prefer to install a standardized and uniform IS worldwide to realize economies of scale. However, it becomes difficult to globally connect network lines one by one between different countries because of non-economical issues. Strategic IS, therefore, has a significant impact not only on the short but also on the long-term profit of the banks. Although IT/IS strategies become increasingly important to the success of banks, many multinational investment banks fail to fully realize the benefits of IT/IS investment because of mismatches between business and IS strategies. It is important but difficult for multinational investment banks to strategically manage global IS. The national culture of a bank’s origin is seen as a key element shaping the bank’s global IS strategy. A comparison of IS management in multinational investment banks from different cultural origins in North America, Europe and Asia will give insight for cross-cultural IS research. Our overarching question is “What differences in the cultures of multinational investment banks affect global IS management?” This research, during its inductive phase, has discovered a cross-cultural comparison model of global strategic IS management (CCCM-GSISM) and a fixed sponsor model (FSM) using the formalized Grounded Theory Methodology (GTM). This paper explains the theory and practice in the process of discovering the CCCM-GSISM and the FSM.

In the recording industry, some of new technologies and services spread and some did not spread. This paper assumes the institutional structure composed of signification, domination and legitimation, that the structuration theory considers, determine the consequence of new technology and service. The paper analyses successful case and non-successful case of new technologies and services based on a modified version of Takeshi Kosaka (2000)'s “Dialectical Structuration Framework” that is a development of the structuration theory. The paper formulates a common mechanism between the success and failure cases, and discusses the pattern and condition industrial structure change.