In this paper, using the survey data conducted by Ksennuma City damaged by the Great East Japan Earthquake, we consider the effects of earthquake disaster on agriculture or farmers and then the prospects for the future. Originally, farmers have had the problems of aging and successor shortage and about the half of farmers who didn't have any earthquake damage wishes to stop farming or reduce current working. The farmhouse who suffered tsunami damage shows even a higher rate of that. In Kesennuma city, the population has been decreasing even before this earthquake disaster and it is likely that this disaster may accelerate reduction in population. In this case, agriculture in the area damaged by this disaster may decline immediately. The restoration and revival projects lined up in the municipal government revival program express to enhance competitiveness and management ability of agriculture, but it is merely writing. Immediately, they should examine the true revival policy and its program and project which is intended to structural reform of agriculture.

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On March 11, 2011, Tohoku Area was hit by one of the most powerful earthquake. Many enterprises were affected by the earthquake and tsunami, which disrupted production activity and caused serious damage to the agriculture, forestry, and fishery industries. The purpose of this paper is to report the small and medium-sized enterprises situation and the supporting policy of two years after the Great East Japan Earthquake.
Some SMEs supported by another company in the same industry were resumed. The national and local government has helped with the expenses for reconstructing new factories. And also the government has constructed a lot of the temporary plants and stores. The Maintenance Project of Temporary Plants and Stores is administered by SMRJ (Small & Medium Enterprises and Regional Innovation, Japan) to arrange temporary and stores so that SMEs can quickly resume business operations. This rapid action was important step toward industrial recovery, considering how local SMEs support local economy and employment. Most of temporary stores have been placed near temporary housing, where some managers have built a local community with local residents.
While conditions in the affected regions remain severe, some SMEs are managing to rebuild with support from the communities and by creating new business. It is hoped that SMEs based on the local demand will be able to use their potential to play an important role in identifying local needs and contributing to town development.

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The purpose of this paper is to make a proposal for the supply-chain-management, particularly in the phase of unprecedented disaster. Even now, the coordinated behavior on the basis of inter-organizational trust is still important for recovering from emergency. In fact, Renesas Electronics, the largest micro-controller manufacturer in Japan, and its customers have indicated their rigid partnership in 2011. However, there was another fact that the coordinated behavior was not always sufficient for saving supply-chain. For instance, the production, without alternative manufacturer like a specified semiconductor, could not been saved just by the partnership. Therefore, we have to investigate the risk management for supply-chain again because the trend of electrification and computerization for automobiles requiring a lot of semiconductors has been proceeding for a long time. The most important thing is to consider newer risk management with sophisticated incentive system for all players in that industry.

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The purpose of this research is to compare Chinese and Indian construction machinery markets which Japanese firms has been eager to enter.
One of significant economic changes occurring in the 2000s was the fact of “deepening the financial sector in the advanced economies” . This change was deeply rooted in American economy and expanded into advanced European economies through American trade negotiation policies. Its policies push the advanced economies more open to international transactions for financial assets. The continuous relaxation of financial policies world-wide, contributed to such a trend. The end result was the globalization of world financial market.
However, this dramatic deviation from the traditional trend has brought about a entirely different effect on the less developed economies. Affluent inflow of money, helped support their facilitating effort to increase investment in their real economies. They had a lesson from the Asian monetary crises. The lesson was to reject the short term inflow of money and prefer the inflow of the long term real capital investment. The countries that succeeded in such a selection turned out to be the BRICs.
Those BRICs companies then gradually had become competitors to Japanese companies, and at the same time, those countries could provide the bottom of the pyramid markets for the Japanese companies.
In essence, Japanese companies have been sandwiched between those two factors, severe competitions from the bottom, and potential emerging markets where Japanese were not good at capturing. Japanese construction assembler's efforts and therefore their parts supplier's challenges to go into those potential and vitally important investment markets will turn out to be the inevitable divergent point for their ultimate survival.

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This paper aims to analyze Japan's mass procurement system of iron ore from both historical and international perspectives. Mass production needs mass procurement of raw materials and every giant steel producer needs huge amount of iron ore at a low cost for long-term stability.
At the beginning of the twentieth century, American steel producers, led by U. S. Steel, established the proto-type of the modern-day mass procurement system, vertical integrated or captive mines, which had been considered a rational model both in academic and political sense till 1980s.
In 1960s, Japan emerged as an important steel-making country. Not blessed with domestic iron mines, Japanese steel producers were forced to create an alternative mass procurement system based on long-term contract with overseas miners to develop and import ores. With technological and organizational innovations supported by domestic cooperation in strategic develop-and-import scheme, Japanese steel producers acted as a single “dominant buyer” to mitigate the weak contractual relationship with overseas miners and brought Japan low-cost ores. In 1970-80s, other emergent East Asian steel producers, such as POSCO and Baosteel, followed Japanese way and long-term contract became de facto standard in the world steel industry.
After 2000, international iron ore market situations completely changed. China became new “dominant buyer” as a nation. Chinese steel producers do not coordinate in their purchasing behavior and in bargaining, nor do they give up opportunistic purchasing in the market. There is not a dominant buyer as a bargainer, while the “major suppliers” established.
At the present, what Japanese steel producers should do are:
1. To strengthen their interests in iron mines toward captive mines to ensure their necessary supply of ores.
2. To create some futures market of ores to hedge risks against price fluctuation.
3. To enhance R&D in next generation iron making to lower the dependence on iron ore.

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This paper aims to determine the nature of entrepreneur behavior, business creation, and transformation of software companies in Dalian City through case studies.
Four companies that were launched in the 2000s were studied. These companies' businesses initially involved labor intensive processes of offshore software development for the Japanese market. However, they faced the challenge of business transformation after the world financial crisis. Their concrete agenda included foray into high-grade processes, diversification of products and services, and exploitation of the Chinese market.
All four companies tried to transform themselves by creating a unique advantage. The development of such an advantage was a focal point for the software companies to transform their business structure that heavily relied on labor intensive offshore development. The acquisition of high-grade human resources was an important factor for gaining this advantage.
In the field of offshore development for the Japanese market, cross-border cooperation between processes was necessary to move into high-grade processes. The “on-off site” hypothesis was valid, while having Bridge System Engineer (BSE) in the company was not a prerequisite.
Differences were observed across the four case studies. In China, Japan-affiliated companies approached other Japan-affiliated companies, while Chinese companies approached other Chinese companies. Moreover, the disparity of resource availability for transformation was large between big companies and small- and medium-sized companies. As a result, a difference was observed in the strategy employed by the companies for transformation, especially in personnel management in the face of high liquidity in the labor market in China.

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Recent years have seen an explosion of Startup Accelerators, which invest small amounts of money in seed-stage startups and management teams and hold intensive training programs. At the same time, Super Angels, which also invest small amounts of money in early-stage startups, are increasing in number. These new investors are producing ICT ventures one after another and starting to have a considerable impact on the whole venture-ecosystem. This report looks at the 13 Startup Accelerators and 15 Super Angels which are currently garnering attention and analyzes their programs in detail. In addition, this report analyzes the growth pattern of Dropbox as a case study of a new type of ICT venture company in the cloud computing age.
One of the reasons that these Startup Accelerators have taken center stage is that, when it comes to ICT business, starting up a new business is much easier than ever before, and real-world advice is worth more to an entrepreneur than money. Super Angels were born to fill the gap of necessary finance between conventional Angel investors and Venture Capitals. These new investors are starting to be considered as new infrastructure for venture companies because investment demand for ICT ventures is decreasing.
In fact, rapidly growing Dropbox, a graduate of Y Combinator, the most famous Startup Accelerator, developed its product on Amazon's cloud service and conducts its marketing activities through social media alone. It sells its product on iPhone and android market places. This means that Dropbox needs much less money for its corporate activity than conventional ICT ventures, which usually need significant funds for R&D, marketing, and selling their products.
These new investors are becoming a new business infrastructure for venture companies, and ICT ventures are growing rapidly using various cloud services and less money. This suggests that the way in which ICT corporations innovate is changing rapidly.

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This research found differences between production engineering processes utilized by automobile manufactures in Japan and America. This research sought to determine the importance, if any, of the inclusion of diagrams as a part of the process.
Through investigation and analysis of tacit and explicit knowledge and their respective uses by Toyota and Honda compared to automobile manufactures in America, significant differences were found to exist. Specifically, those optimal results were organic fashion. Such an approach is actively encouraged in Japan, allowing for continual innovation to occur. Comparatively, American automobile manufactures do not seem to support this type of relationship as much, thus stifling the creation of knowledge required for innovation to freely occur.

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The rice cake industry of Niigata Prefecture accounts for half of the yearly shipment amount in Japan, according to the results of research conducted jointly since the 1950s by the industry and the Niigata Agricultural Research Institute Food Research Center. The method of rice cake manufacturing was developed after analyzing the properties of rice and considering the intuitive knowledge and skill of the producers. Thus, consistent, high quality manufacturing became possible, and a mass production system was established in Japan's period of high growth.
Currently, product development introduces elements such as health considerations. As the scale and strategy of each company has become increasingly varied, individual firms have tended to participate in joint research projects with the Niigata Agricultural Research Institute Food Research Center. Moreover, because mechanization has advanced, basic manufacturing techniques are being lost. Therefore, the Niigata Agricultural Research Institute Food Research Center is shifting the focus of its training courses from new technology education to basic technique acquisition and cultivation of human resources.

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The purpose of this paper is to examine the process of development of the distribution network at Toyo Kogyo in the postwar period, and discuss the differences between automobile manufacturers regarding automobile distribution.
The dealer network built by Toyo Kogyo had little capital compared to Toyota and Nissan Motor. Therefore Toyo Kogyo had to provide dealers with a large amount of funding for capital investment. Toyo Kogyo dealers were at a comparative disadvantage in terms of funding. It is conjectured that the lack of funding for dealers acted as a constraint, to a certain degree, on expansion of sales bases by Toyo Kogyo. On the other hand, the careful deployment of bases by dealers with large amounts of capital can be regarded as one factor underlying the competitive advantage of Toyota.
The wage system for salesmen was likely significant in promoting sales volume at Toyo Kogyo dealers. Saitama Mazda developed a wage system with a high sales margin, and salesmen were given incentives for increasing sales. The fact that a wage with system with a high sales margin was developed at Saitama Mazda has considerable significance in terms of research history. Previously, it was understood that, in the wage systems of dealers in the Japanese automobile industry, the base pay accounted for a high percentage of compensation and the sales margin was low. The case of Saitama Mazda suggests that there were differences between companies in Japan regarding the approach to sales margins.

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