In this paper, I intend to reconsider the behavioral approach toward leadership. This approach is based on two behavioral factors: initiating structure and consideration. Are these two factors sufficient to explain leadership thoroughly? This approach does not consider the followers' view, because its premise is that the leader can control the followers completely. However, if the followers have more knowledge about and skills for the task than the leader, what does the leader do? To understand this question and to be able to answer it, I conducted a field research on the case of a development team for the Alzheimer's disease drug, Aricept. The result of the case study of this team, which developed the Alzheimer's disease drug Aricept, reveals three points. First, the leader who leads a group of specialists, such a team developing Aricept, has limited influence; as a result, in this situation, the leadership is limited. Second, in this case, the leader designed the team in order to tackle and overcome the situation and obtain results. The team design reflected the leadership behavior in which the leader determined the team members' functions. In particular, shared leadership was effective in this case. Third, the leader of this case assumed leadership for the external group. In this case, the team could not fulfill the task by itself. Therefore, the leader should negotiate the external group. The ability for skillful negotiation was the key aspect of the external leadership in this case. Thus, it is evident that the behavioral approach cannot explain leadership thoroughly. If the followers are specialists, the power of leadership becomes limited. In order to tackle and overcome such a situation, first, the leader should design the team; second, he/she should share leadership; and third, he/she should be open to and accept external leadership.

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This paper aims to understand the theory of organizational learning developed by Argyris & Schon and explore its values and limitations in order to understand the phenomena of learning in organizations. As the discourse of learning and knowledge has variously evolved, Argyris & Schon have come to be seen as major contributors in this area of study. While their works have been frequently cited by many scholars, such citations have tended to be partial rather than holistic. Thus, the author starts by explaining their theory in a more holistic way with the five key issues: the concept of learning, individuals and organizations, organizational problems, solutions, and the underlying motivation and assumptions. Then, the author identifies the three important values of their theory: reflection on the meaning of learning, change of the social system, and integration of the academic research and practice. At the end, the limitations of their theory are explored for the further progress in the future.

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There is a growing consensus in the literature that established firms need to nurture entrepreneurship throughout their operations. In fact, corporate entrepreneurship, the discovery and pursuit of new opportunities through new business creation, is an important source of competitive advantage. Corporate entrepreneurship involves a diverse set of activities. For example, corporate entrepreneurship needs the ongoing acquisition and development of new resources. In this paper, we examine how corporate entrepreneur shape one's career (skill, network, motivation or identity) in a company which is so-called bureaucratic organization. We have a reason why we intent not to test corporate entrepreneur's career theory but build corporate entrepreneur's career theory. In fact, we know a lot of previous studies of corporate entrepreneur such as characteristics, political skills except corporate entrepreneur's career theory therefore we use career capital and career competency concept to analyze corporate entrepreneur's career. We have a reason why we intent to select the bureaucratic organization's case. In fact, we know a lot of previous studies of corporate entrepreneur in a corporate culture which is supportive to the new business creation such as 3M, however, we don't know anything previous studies of corporate entrepreneur in a bureaucratic organization. Even more, we don't know anything previous studies of corporate entrepreneur's career in a bureaucratic organization in other words, our research is exploratory data analysis. Our results show that we have three important hypothetical career in order to nurture corporate entrepreneur in the bureaucratic organization. First, we have learning from unforeseen job rotation. Second, we have know-how which deals with politically-motivated situation in order to complement know-how which deals with people who have the authority. Third, we have trial and error out on a limb.

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Recently, it has become necessary for overseas manufacturing subsidiaries to enhance its international competitiveness. It has been believed that enhancing international competitiveness and capability building solely depends on "strategic importance" of each overseas manufacturing subsidiary. However, things are different at Toyota's overseas manufacturing subsidiaries which are located in developing countries and faced hard managerial crisis, for example Toyota Motor Thailand (TMT). Before the Asian Economic Crisis in 1997, limited capability building took place at TMT, mainly because of its narrow market. But, after the crisis, the condition completely changed. Facing the crisis, TMT started large-scale export to Australian market, which was truly an emergent strategic decision. Toyota's Australian light truck market was supplied by Japanese headquarters which has strongest manufacturing capability in the world. So, export to Australian market required TMT much higher quality standard, so it became a trigger for TMT to start capability building. Thanks for being helped by Toyota's evolutionary capability as well as their effort, TMT managed to build their static capability dramatically. So, in TMT's case, environmental change, capability building and international competitiveness were dynamically connected. From the case study of TMT, I could find following two causal dependences about international competitiveness of overseas manufacturing subsidiaries, which is the same result I found from the case of Toyota Motor Manufacturing Turkey in Orihashi (2006). First, headquarters' evolutionary capability helps the overseas manufacturing subsidiary's capability building through the medium of managerial crisis of the overseas manufacturing subsidiary, and international competitiveness of the overseas manufacturing subsidiary is enhanced. Second, the managerial crisis make local market shrink and the overseas manufacturing subsidiary force to export to the market handed over from headquarter. This makes the requirement of quality much higher and the overseas manufacturing subsidiary have to enhance its static capability. Then its international competitiveness is enhanced.

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Why are there companies in which the anticipated effects are not achieved despite the implementation of assembly cells? In this study, we have taken up the indirect effect generation mechanisms of assembly cells as an answer to this question; through an in-depth case study of Factory M of Company S, we have clarified these mechanisms and the factors in their promotion. To be more specific, firstly, a review of earlier studies led us to a hypothesis concerning the five indirect effect generation mechanisms and the factors in their promotion. Secondly, through a case study of Factory M of Company S, we ascertained whether or not these five indirect effect generation mechanisms and the factors in their promotion held true. As a result, all five indirect effect generation mechanisms and the factors in their promotion were verified. At the same time, we also conducted an exploratory study concerning the dynamics through which the indirect effect generation mechanisms continued to function in the long term, over a period of about eight years from 1996. As a result, we obtained the hypothesis that three feedback loops might exist.

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A large wealth of knowledge has been accumulated from studies which have investigated research and development (R & D) decision making, information that can be used by managers to answer the question of how R & D resources should be managed. Among such studies is a series investigating "project evaluation techniques", in particular focusing upon methodologies to estimate financial value from by evaluating an individual R & D project. Such methodologies include the well known discounted cash flow (DCF), decision tree analysis, Monte-Carlo simulation, and a real option. From genealogical analysis of project evaluation techniques and a review of the literature, this paper clarifies the practical value of these methodologies, and points out two potential problems of R & D project evaluation techniques; (1) accuracy of numerical value prediction, (2) inexhaustive scenario planning. Excessive trust has been placed on results using these scientifically highly-qualified techniques without adequate consideration of possible limitations that have the potent to obstruct the directional movement of R & D strategy, particularly those shared among organizations. Although R & D project evaluation techniques are being developed to help choose a project with a greater probability of success, this is not always the outcome. In fact the likelihood of success of an R & D project may be reduced using such techniques compared to the situation in which each person in the R & D organization understands what is going to happen using a decision tree to then push forward the best R & D project. This paper demonstrates four important points for practical-use of R & D project evaluation techniques; (1) understand the risk of R & D project evaluation techniques that result in disincentives of decision-making, (2) remove the illusion of mere quantitative analysis, (3) chose R & D project evaluation techniques that enable decision makers to understand characteristic features of the project, and (4) educate those involved in the essential meaning of R & D project evaluation techniques.

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Excellent technology will be the one of key issue for business success. The customers, however, cannot judge the excellence by the technology itself immediately. They just enjoy it as features of a product. Therefore, it's important for business result that technology development activity is integrated with business activity. Through an empirical study of Taiwanese semiconductor industry at the first stage, this paper shows that definite business plan of the upper R & D division facilitates integration between technology development and business activities. Industrial Technology Research Institute (ITRI) was established at Hsinchu area in 1973 by Taiwanese government. Through ITRI's activities to develop semiconductor technology, ITRI had not make only new technology, but they had held their own business plan. Their plan shown into the industry gathering in Hsinchu Science based Industrial Park (HSIP) integrated technology development and business activities. As the result. Taiwanese industry could get competitive advantage in the world market.

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