本研究の目的は,わが国製造業において,マネジメント・コントロールが製品イノベーションの促進に与える影響を実証的に明らかにすることである。郵送質問票調査に基づく分析の結果,フリーライダー志向の蔓延を回避・予防することで,対話型コントロールの利用や組織学習を促し,漸進的イノベーションを促進できる可能性が示唆された。

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This paper introduces the recent trend of lithographic ink's consumption in Japan, the fundamental knowledge and the recent technical trend of lithographic inks for the technical peoples who have been engaged in paper manufacturing industry and work for manufacturing recycled paper from the environmentally friendly point of view.
In the section of the fundamental knowledge of lithographic ink, the composition, the major materials, the production procedure of lithographic ink, the drying method of ink and the relationship between the flow property and drying property of ink and the temperature of atmosphere are described.
In the section of the recent technical trend of lithographic inks, the technical countermeasures to high speed printing, high quality printing, environmental protection and the international standardization of colorimetric values for offset & news inks are described.

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In basketball, fast-break and early-offense are called “progressive plays" because the ball is continuously advanced from the back-court through the front-court to the basket. In a progressive play, the preceding play and situation are related to the subsequent play and situation. The plays are not necessarily chosen freely due to the former play or situation. Plays and situations that are related to each other and are frequently performed in sequence are referred to as nagare in Japanese. This study aimed to extract the factors of nagare in a fast-break-aiming play with statistical procedures. We observed and evaluated 658 plays considered either fast-break or early-offense plays. These plays took place during 12 games between the RF team and 6 other teams in the same bj League (Japanese Professional Basketball League) held in 2009 and 2010. A total of 17 items such as “How the opponent's ball was taken away," “The number of defensive players putting pressure on the ball man when taking the ball," “Distance (length) from the end line to the place where the ball was taken away," and so on were assessed. As categorical and continuous scales were mixed in the data, a correlation matrix was computed using Pearson's correlation coefficient, a contingency coefficient, and a correlation ratio, respectively. The correlation matrix was factored by principal factor solution and orthogonal normal varimax rotation.

As a result, the following four nagare factors explained 61.2% of the total variance: (1) the nagare factor deciding the offensive play pattern in the front-court depending on the speed of conveying the ball in the back-court, (2) the nagare factor deciding the ball-conveying situation and the success of the fast-break depending on the ball-taking situation, (3) the nagare factor deciding the speed of conveying the ball in the back-court depending on the number of offensive players, and (4) the nagare factor deciding the success of shooting depending on ball-taking area, play after ball-taking, and shooting area.

After removing spurious correlations using a partial correlation, five paths with substantial significant correlations were found as follows:

(1) “How the opponent's ball was taken away" → “The difference in the number of offensive and defensive players when the ball went through the center line" → “Whether the fast-break was successful or not";

(2) “Distance (length) from the end line to the place where the ball was taken away" → “The difference in the number of offensive and defensive players when the ball went through the center line" → “Whether the fast-break was successful or not";

(3) “The number of defensive players putting pressure on the ball man when taking the ball" → “The difference in the number of offensive and defensive players when the ball went through the center line" → “Whether the fast-break was successful or not";

(4) “Distance (length) from the end line to the place where the ball was taken away" → “The number of players conveying the ball" → “Whether the fast-break was successful or not"; and

(5) “Distance (width) from the side line to the place where the ball was taken away" → “The play just after the ball was taken away" → “The shooting area" → “Whether the shooting was successful or not."

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企業の組織成員は企業のステークホルダーであり,同時に商品・サービスという価値を創り提供しその責任を持つ人間である。この組織成員という人間を尊重する経営の実現手段として,先行研究と企業の実践をもとに,組織成員が顧客価値を実感しモチベーションを向上させる仕組みを設計する。

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組織研究では，実在のビジネスケースと組織シミュレーションのログとを比較対照するアプローチがある．両者の実効性のある接地のため，個々のエージェントの行動の詳細な記録を指すミクロ・ログではなく，ミクロ・ログの類型を対象とした分析手法が提唱されている．しかし，当該手法は，分析者のモデルに関する知識が前提であり，あらかじめログの類型を設定する必要があるなど，改善の余地がある．そこで本稿では，組織シミュレーションのミクロ・ログ分析にクラスタリング手法を適用することで，以下の2点を拡張した方法論を提案する：a）分析者がシミュレーションログの類型を事前に設定する必要がないこと，b）シミュレーションログの分析粒度を変えうること．組織の外部環境認識に係る意思決定プロセスを表現するエージェント・モデルを構築し，ミクロ・ログの類型化を行うことで，提案手法の要件が満たされることを例示した．

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社会的・組織的な現象や問題を理解し，システムのデザインへ繋げるための手法として，エージェント・モデルとケーススタディを接地させるアプローチが提唱されている．本稿では，当該接近法がより実効性を持つよう，以下の2点を拡張した方法論を提案する：a）個々のエージェントの行動の詳細な記録を指すミクロ・ログではなく，ミクロ・ログの類型を対象とした分析を行うこと，b）抽象的記述言語を用い，ケースにかかわる解釈を自然言語と比べて形式的に記述すること．提案手法の要件が満たされることの例示のため，組織の外部環境認識にかかわる意思決定プロセスを表現するエージェント・モデルを構築し，同様の主題を持つビジネスケースとの接地を行った．示されたことは以下の通り：1）網羅的なシミュレーションを行うことで，意思決定プロセスを類型化し，それらの蓋然性にかかわる議論を行いうること，2）シミュレーションのログと実際のビジネスケースをケース記述言語により同じ形式で表現し内容の比較対照を行いうること．

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