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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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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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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サービス研究では，内部サービス品質が従業員満足と組織ロイヤルティに影響し，それが顧客の知覚サービス品質，更には顧客満足を高めるというサービス・プロフィットチェーンの枠組が広く知られている．一方で，専門サービスに限れば逆因果，すなわち顧客満足こそが従業員満足の源泉とする報告もある．そこで本研究では，専門サービスを対象とした顧客満足と従業員満足の因果の方向性を検証する目的で，実証研究を行った．大手薬局チェーンにて，薬局利用患者には顧客満足やサービス品質に関して，薬剤師には職務満足や組織ロイヤルティに関しての質問紙調査を行い，店舗ごとでの回答平均値を分析データとして構造方程式モデリングで分析した．結果として，顧客満足が職務満足に有意に影響し，専門職の組織ロイヤルティへの影響も有意傾向を示した．よって，薬局のような専門サービス提供組織では，顧客満足を高める施策は顧客ロイヤルティのみならず，職務満足や組織ロイヤルティも高めるという二面性を有する可能性が示唆された．

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