シリカまたはアルミナのキセロゲルをボールミルで粉砕し, 粒度分布の時間的変化を調べ, 以下の知見を得た。
(1) 粉砕に際しては, できやすい (安定な) 粒度のヒストグラム柱分と, できにくい粒度の柱分とがある。 したがって砕製物の粒度分布図 (ヒストグラム) は櫛歯状 (離散分布形) になり通常のmono modal分布にならず異常性を示す。
(2) これは粉砕過程が櫛歯に相当する粒径のみを経て, 逐次的に進行することを示す。
(3) 上の砕製物の粒度分布は, 粉砕条件に依存しないで砕料の種類による。 したがってこの異常現象は砕料キセロゲルの物理組織によると考察される。
(4) 粉砕時の新生粒子は, ボールミルにかけると誘導期を経てから砕けはじめる。 このことは機械的エネルギーがまず新生粒子にひずみを与え, ついで破砕をひき起こすが新生粒子にはひずみがほとんど残らないと考えることにより理解される。 なおこの現象によって, 粉砕過程の粉体かさ比容などの時間的波状変化現象を説明することができる。

抄録全体を表示

    This paper presents a comparative institutional analysis of the endogenous and self-enforcing system of “Japanese company sports” and examines the characteristics of the design and problems of its transitions. The remarkable feature of the institutional design of Japanese company sports in the sports domain is the “institutional complementarity” with Japanese-style employment practices in the company domain, mediated by the company athletes who play games simultaneously as athletes in sport domain and as employees in the company domain. Such institutional interdependencies between two different domains also provide managerial resources to the National Sports Federation or top-league organization and greatly affect its institutional design. Thus, we can understand the company sports as an endogenous and self-enforcing equilibrium outcome of the game in both domains.
    Because of this institutional complementarity, Japanese company sports can’ t be easily changed, according to what is known in Comparative Institutional Analysis as the “inertia” . For example, it is difficult to dismiss an employee who is a company athlete under the Japanese-style employment practice. However, in recent years, because of the slow economic growth and decreasing corporate profits, combined with the decreasing merits of Japanese-style employment practices, the benefit of company sports in the context of labor management has decreased significantly. By considering these factors, a transition to an alternative system of professional or community sport is planned. However, one issue involved with this transition is that although company sports bring great benefits, the transition involves risk for the athletes, as they must rebuild their careers in some way. The second issue is that for company sports, which are at the center of company costs, independent management as well as intellectual and personal management resources are not combined. The third issue is the adjustment of complementarity with the existing systems during transition.

抄録全体を表示

    This study uses property rights theory to comparatively analyze the institutional design of the spectator sports business by examining both a company basketball club and a professional basketball club of Japan’ s top basketball league, whose hometowns were adjacent to each other. Then we try to clarify the possibilities and problems of the institutional transition from a company club to a professional club. To evaluate the “property” (attributes of goods and services) in the spectator sports businesses, we administered a questionnaire survey to spectators attending home games of each club, in which we asked fans if their motivation consisted of “team attachment,” “player attachment,” “sports attachment,” and/or “community pride.” Employees and stakeholders of both clubs were interviewed to identify the assignment of property rights to utilize the value corresponding to the fans’ motivation.
    Our results showed that company club fans showed significantly higher “player attachment,” while professional club fans showed significantly higher “community pride.” Moreover, despite the fans’ higher player attachment, the company clubs failed to efficiently utilize “player value” (an attribute of spectator sports that motivated fans via player attachment) because the required property rights actually belong to the parent company, which employs players as full-time employees of the main business, rather than as players. However, the economic advantage that company athletes gained from simultaneously performing a double role (top athlete and full-time employee) provided the company clubs more opportunities to recruit players than the professional clubs, whose budgets for player salaries were limited. In contrast, professional clubs had control over most of the property rights required to utilize the element “value for community resource,” (an attribute of spectator sports that motivated fans via community pride) although these rights were dispersed to stakeholders who had little incentive to engage in the community activities from a medium- and long-term perspective in the company clubs. More fans attended home games of the professional clubs than company clubs, and the utilization of the value for community resources was one factor behind this difference. Therefore, assigning property rights of the value for community resources and also the lack of human resources of business management in company club can be considered the key aspects of institutional design required by spectator sports businesses and the answer to the problem of successful institutional transition from a company club to a professional club.

抄録全体を表示