The Journal of Japanese Operations Management and Strategy
Online ISSN : 2424-1563
Print ISSN : 1884-6939
Volume 9, Issue 1
Displaying 1-5 of 5 articles from this issue
  • 2019 Volume 9 Issue 1 Pages i-
    Published: 2019
    Released on J-STAGE: March 09, 2020
    JOURNAL OPEN ACCESS
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  • COMPARING JAPANESE AND CHINESE CONSUMERS WHO SHOP AT UNIQLO ONLINE
    Chikako Kohsaka, Kakuro Ka, Munehiko Itoh
    2019 Volume 9 Issue 1 Pages 1-17
    Published: 2019
    Released on J-STAGE: March 09, 2020
    JOURNAL OPEN ACCESS
    This study aims to clarify the risks and anxiety perceived by online apparel consumers and identify a framework for perceived risks. We compare clothing sensitivity risk between Japan and China. In order to compare structures for perceived risk in online apparel shopping and the reactions of Japanese and Chinese consumers to perceived risk, we use Uniqlo’s online shopping stores for case study. From the 16 concerns, we divide the seven that are related to clothing sensitivity derived from the cluster analysis into two groups. Online shoppers must base their purchasing decisions on photographs/images of the products on the screen and product information without the full use of their sense of sight or touch. While there is homogeneity in terms of the perceived risk associated with online shopping of apparel between Japan and China, we confirm differences based on cultural backgrounds and distribution environments.
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  • Hirofumi Matsuo, Jiaqi Zhang
    2019 Volume 9 Issue 1 Pages 18-33
    Published: 2019
    Released on J-STAGE: March 09, 2020
    JOURNAL OPEN ACCESS
    We address triadic coordination of the semiconductor supply chain consisting of a set-maker, an Integrated Device Manufacturer (IDM) and a foundry. To mitigate the supply chain disruption risk, the set-maker often imposes the IDM to secure the second source with an α-contract. In the α-contract for 0<α<1, the IDM must allocate α fraction of the uncertain demand to the foundry. As a result, both the IDM and foundry need to invest to secure capacity in advance to demand realization. Hence, the capacity investment risk associated with uncertain demand exists and is shared by the IDM and foundry. In the literature, such dyadic coordination schemes between the two are developed that lead to coordinating contracts under the α-contract. In this paper, we develop a triadic coordination scheme in which the set-maker also shares the capacity investment risk with the IDM and foundry. We show that the scheme leads to a coordinating α-contract with an added condition on the capacity investment levels of the IDM and foundry.
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  • A COMPARATIVE STUDY ON TOYOTA AND HYUNDAI’S PRODUCTION SYSTEM TRANSFER
    Youngkyo Suh
    2019 Volume 9 Issue 1 Pages 34-47
    Published: 2019
    Released on J-STAGE: March 09, 2020
    JOURNAL OPEN ACCESS
    This paper discusses the Japanese and Korean firm’s global knowledge transfer structure through a comparative study of Toyota and Hyundai. Toyota Production System (TPS) pursues productivity and flexibility in manufacturing, mainly depending on human resources. On the other hand, Hyundai production system also pursues productivity and flexibility; however, it depends less on human resources, but more on the role of capital. The knowledge transfer of Toyota is based upon humane transfer; on the contrary, the knowledge transfer of Hyundai is based upon codified knowledge and module part suppliers. The differences in knowledge transfer are linked in their knowledge transfer structure. In Toyota’s knowledge transfer, each domestic plant has an initiative, and other organizational units support it, which forms a decentralized structure. In Hyundai’s knowledge transfer, corporate headquarters has an initiative, which forms a centralized structure. Both centralized network and decentralized network have their own strengths and weaknesses.
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  • EMPIRICAL STUDY IN PROFESSIONAL SERVICES
    Hidehiko Sakurai
    2019 Volume 9 Issue 1 Pages 48-63
    Published: 2019
    Released on J-STAGE: March 09, 2020
    JOURNAL OPEN ACCESS
    In the research on service management, the framework of Service-Profit Chain is known widely. The conception proposes that internal service quality increases profits by improving employee satisfaction, which leads to enhanced employees’ organizational loyalty and productivity, and subsequently to better customer-perceived service quality and customer satisfaction. On the other hand, focusing exclusively on professional services, a recent study suggested a reverse causality, where customer satisfaction is a determinant of employee satisfaction. Therefore, in the present study, the cause-effect directional relationship between employee satisfaction and customer satisfaction is investigated in terms of professional services. A survey using a self-completed questionnaire was carried out at major pharmacy chains in Japan. At each of the pharmacies, both patients upon visiting it and pharmacists were provided with questionnaires about service quality and customer satisfaction and those about job satisfaction and organizational loyalty, respectively. Based on seven-point Likert scales, mean values for each question were calculated for each pharmacy and used as data for the analysis. Structural equation modeling was employed to identify statistically significant relationships. The results show that customer satisfaction significantly influences employee job satisfaction and that it tends to have a marginally significant influence on employee organizational loyalty. The findings in the present study may suggest the possibility of “duality” where the service policy to enhances customer satisfaction in the professional service organization improves not only customer loyalty but also employee's job satisfaction and organizational loyalty.
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