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Volume 45 (2015)
- Issue 4 Pages 268-
- Issue 3 Pages 212-
- Issue 2 Pages 136-
- Issue 1 Pages 7-
Volume 45, Issue 3
Displaying 1-6 of 6 articles from this issue
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Features
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Kiyoshi KOBAYASHIArticle type: Features 〔“Omotenashi” Products and Services Uniquely Provided by Japan〕
2015 Volume 45 Issue 3 Pages 212-217
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESS"Omotenashi" services are high-quality ones influenced by Japanese nature, culture, history, and lifestyle. The contents of the services, the venues and opportunities for providing services, and a common context are shared implicitly by customers and producers while providing a background for the creation of new value. In this article, four prototype of "Omotenashi" models are formulated to explain the value co-creation mechanisms between customers and producers. "Omotenashi" based business models are strategically important for the service design in Asian economies. This article concludes by illustrating "Omotenashi" services strategies which may provide Japanese businesses with an opportunity to design their globalization strategies.View full abstractDownload PDF (765K) -
Hiroyuki UMEMUROArticle type: Features 〔“Omotenashi” Products and Services Uniquely Provided by Japan〕
2015 Volume 45 Issue 3 Pages 218-223
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESSThis article argued OMOTENASHI, or Japanese way of hospitality, as a mean to provide people with affective experiences. In order to design services and products to provide appropriate affective experiences, it is essential to understand the mechanism and potential causes that evoke human affects. The characteristics of services or products with potentials to evoke affects are referred to as affective quality. Omotenashi, on the other hand, is considered not merely hospitality to provide with foods and safe places, but also to include several characteristics of Japanese traditional ways of caring guests. These characteristics include assessing and understanding situations and needs of the guests, shitsurae or carefully prepared settings of the service, unobtrusiveness and modesty, sensitivity and education, equality and occasional changes in roles between guest and host. The omotenashi checklist, developed based on these omotenashi elements, is capable to evaluate services and products to what extent they are accomplishing omotenashi characteristics along with twelve dimensions. Concepts of affective quality should be enhanced to include such kinds of characteristics reflecting on processes of affective experience as a whole. Finally, challenges in designing, creating, and managing the affective qualities of omotenashi are discussed.View full abstractDownload PDF (733K) -
Hikaru MAEDA, Hiroshi UMIJI, Hiroharu KUNIZAWA, Seiji MATSUBARA, Kenji ...Article type: Features 〔“Omotenashi” Products and Services Uniquely Provided by Japan〕
2015 Volume 45 Issue 3 Pages 224-230
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESSThis article describes what "Omotenashi" Quality in home appliances in actual products is. Firstly, we explore the philosophical meaning of "Omotenashi", and show that it can be a concept that is connected to preventive measures of quality problems. Secondly, one of the employee training courses, which can be a key to realize "Omotenashi" Quality, is briefly introduced including the history and the mind of Konosuke Matsushita, the founder of Panasonic Corporation.View full abstractDownload PDF (848K) -
Satoko TSURUArticle type: Features 〔“Omotenashi” Products and Services Uniquely Provided by Japan〕
2015 Volume 45 Issue 3 Pages 231-235
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESSThe author specified the hospitality elements in healthcare through the quality research for healthcare. In medical care for acute phase, there is an element of confirming hope, the understanding, and social condition of the patient. And physician and surgeon make effort to involve the patient's hope into the plan of medical treatment. In the recovery rehabilitation phase, there is rehabilitation with the disease management that attempts the shift from the state of the acute stage. In home healthcare phase, there are support of the recuperation after discharge, support of the patient's safety and relief, support of the sickness life which doesn't cure and support to a home terminal. Both of a medical quality assurance and the hospitality quality assurance are expected from customer.View full abstractDownload PDF (762K) -
Bjorn FRANK, Lu JIN, jiahua WENG, Wei ZANG, Kenji SUGIHARA, Kazuo TATE ...Article type: Features 〔“Omotenashi” Products and Services Uniquely Provided by Japan〕
2015 Volume 45 Issue 3 Pages 236-241
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESSFour foreigners working at Japanese universities and two Japanese businessmen gathered and shared their thoughts about Japanese products and services with "omotenashi" quality. They discussed three topics. 1) examples of products and services with "omotenashi" quality that the four foreigners have encountered in Japan, 2) the reasons for the high "omotenashi" quality of Japanese products and services, and 3) problems associated with Japanese products and services and suggestions for the future improvement.View full abstractDownload PDF (746K)
Serial
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Matabee Kenji MAEDAArticle type: Serial [The Top of Management :Initiation of My TQM]
2015 Volume 45 Issue 3 Pages 242-246
Published: July 15, 2015
Released on J-STAGE: April 17, 2017
JOURNAL RESTRICTED ACCESSFrom the early 1960s, Maeda Corporation grew in a short period. But as mentioned, in the late 1970s, in fact, about 30 years after incorporation of the company, and after enjoying high profitability and sound financial conditions, our corporate performance took a turn for the worse. At the same time, we began having more worker accidents and incidents of defective construction, resulting in fewer contracts and lower profitability. An over-concentrated "top-down management style" had been built up over the years. It allowed the president to take a quick and strong leadership role against several project emergencies. All information and decisions were centred on the president, while employees had acquired a habit of passively awaiting instruction. We did not have a systematic approach to identify the real causes of problems, instead we depended solely on the individual capability of the president. Obviously this had to be changed. We were determined to revitalise our company through TQM and to drastically reform corporate culture, not through something nominal just to suit the occasion, in order to overcome mounting fundamental problems.View full abstractDownload PDF (886K)
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