Transactions of the Academic Association for Organizational Science
Online ISSN : 2186-8530
ISSN-L : 2186-8530
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  • The Influence of Power Distance and Performance Orientation
    Kenta HINO, Makoto FUJIMURA
    2020 Volume 9 Issue 2 Pages 1-6
    Published: 2020
    Released: December 03, 2020
    JOURNALS FREE ACCESS

    Organizational culture is considered to be an essential concept for explaining organizational behavior. In this study, the authors measured organizational culture using the GLOBE organizational cultural scale and examined the relationship between culture and silence/voice behavior and its motivation across four organizations. More specifically, using simultaneous analyses of multiple groups (SAMG), we examined the influence of culture on the relationship between silence/voice behavior and its antecedents, such as quiescent and acquiescent silence motives, psychological safety, and organizational identification.

    Confirmatory factor analysis provided five factors: power distance, performance-orientation, future-orientation, humane-orientation, and gender equality. Following a one-way analysis of variance (ANOVA) that indicated that organization-level cultural difference existed, we set two groups, that is, high power-distance and low performance-orientation vs. low power-distance and high performance-orientation, to conduct SAMG. This analysis showed that the relationship between silence/voice behavior and its antecedents differed between the two groups. In other words, organizational culture matters. We discuss difficulties in using translated items, our contributions and limitations, and future research avenues.

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  • Project management and its effects focusing on the position of participating private sectors
    Shin UESAKA
    2020 Volume 9 Issue 2 Pages 7-13
    Published: 2020
    Released: December 03, 2020
    JOURNALS FREE ACCESS

    In this study, we try to hypothesize and verify the effects of project management focusing on the position of participating private sectors through classifying of consortiums implemented under R&D national projects by referring to the alliance management of corporate collaboration and corporate joint development. We set the hypothesis and analyzed as follows. Under our hypothesis, the structure of consortiums implemented under R&D national projects is regarded as positioning that indicates the position of a company in the project, and the difference of each structure will change the proportion of short-term outcome results after the project. Specifically, as the positioning of participating companies rises relatively, the ratio of “practical use” and “discontinued” increases, and the ratio of “continuation” decreases. We chose 140 NEDO national projects that ended in between FY2006 and FY2012, and classified them into three types according to the position of participating private companies in the consortium formation: type I as the universities/research laboratories-centered consortium, type II as the industry-academia-government collaboration, and type III as the consortium with the company’s initiative. Then the short-term outcome results are compared for these three types to see if the hypothesis is verified.

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  • Urgent survey for Japanese workers
    Ikutaro ENATSU, Naoto KANKI, Yoshiaki TAKAO, Yasuhiro HATTORI, Yoshimi ...
    2020 Volume 9 Issue 2 Pages 14-19
    Published: 2020
    Released: December 03, 2020
    JOURNALS FREE ACCESS

    In April and July 2020, we collected quantitative data about Japanese workers’ experience of change under the new coronavirus (COVID-19) pandemic. More than 3000 of workers answered for our questionnaire. First of thing our survey specified is change of workers’ work and life situation. Second, workers’ psychological and behavioral reaction to such change. Based on these findings, we further specify environmental factors and individual characteristics which influence on workers’ psychological state and job behavior.

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