In this paper, I analyze the formation of marketing channel for two representatives of the Japanese automobile industry, Toyota and Nissan. The analysis is focused on the period immediately following world War II, which is from 1946 to 1947.
I carried out research on all 94 dealers for Toyota and Nissan during that period, with special attention paid to the identity of those dealers and distributors regulated in wartime, the so-called “Jihai”. This is due to the fact that these “Jihai” had the largest scale and monopolized the industry in each prefecture so we can suppose that significant resources were integrated into “Jihai”. In addition, I carried out research on the rapidity of establishment for new dealers under either Toyota or Nissan by comparing them. This is because it can express the aggres-siveness of both manufacturers' marketing channel strategies and a dealer's selection and decision-making regarding its long-term partner.
The conclusion of this paper suggests the following. (1) Much of the identity of “Jihai” can be seen in Toyota dealers. However, “Jihai” that held large market share in large cities had a tendency to change to that of Nissan. (2) Location of the manufacturers might have also had influenced the identity of dealers and “Jihai”. (3) Toyota dealers were established earlier than those of Nissan. (4) Especially in the prefectures or areas where Toyota dealers, with the identity of “Jihai”, were established earlier than those of Nissan, the start of Nissan dealership was delayed very much.

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The relationship between wartime regional controlled distributors called “Jihai” and postwar dealers has been said as a cause of Toyota's advantage of sales capability against Nissan. My previous research had already shown that the Toyota's domination on the competition setting up their dealers. Its evidences was the continuity as a company with trade name change between each Jihai and dealer, and rapidity of foundation of dealers. But it haven't surveyed the managerial resources inside of Jihai concretely. So in this research I focused on transfer of each executive from Jihai to postwar dealers of Toyota and Nissan.
Results of this research are below. In general, Jihai's choice which manufacturer it dealt with depended on the final consensus of whole executives. This means that each executive inside a Jihai had significant influence on the choice. This fact makes us presume that trade name change by Jihai was uneasy decision-making, and that Toyota won such a project, that is, recruiting competition of managerial human resources in number and in speed.
And the cases of 3 Toyota dealers which made those decisions very rapidly implied that they had sustainable and strong connections with, and loyalties to the previous partners throughout wartime. This is the common characteristic. 2 cases the dealers have been set up by means of trade name change of Jihai showed us the dynamically stabilized constructions of executives throughout wartime. On the other hand, from the case of dealer it hadn't been set up by trade name change of Jihai, however, we could realize the significance of Jihai as the sauce of managerial human resources again. But, the case implicated the necessity of reference to not only executives of each Jihai but also functions and business domain of them. This means that manysided survey of managerial resources of both of Jihai and newly founded dealers is quite important and meaningful for the comparative and historical research of the competition of marketing channel construction in automobile industry.

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Aldous Huxley once pointed out‘the compulsion to change and movement’ in D. H. Lawrence. This compulsion made him respond quickly to the impact of the contemporary paradigm shift in the world of science and philosophy, that is, the impact of relativity theory and existentialist philosophy. In the early 1920s, he was under the influence of Einstein's Theory of Relativity and Russian existentialist Leo Shestov's refusal of European idealism. This paper will discuss how the reading and understanding of these contemporary thinkers influenced Lawrence's writings in the period of his exile from England. Then it will talk about how effectively Lawrence made use of their revolutionary thoughts in order to problematize the idea of the novel in Kangaroo.
Section one of the essay will explore Lawrence's poem‘Relativity’and a letter to S. S. Koteliansky which verify the influence of relativity theory and Leo Shestov's anti-idealism on Lawrence in the early 1920s. Then, by juxtaposing Lawrence's Kangaroo and Shestov's collection of philosophical essays All Things are Possible, section two will show how Kangaroo tries to describe the mutability of human thought and mood, the same motivation found in Shestov's book on human existence. Lastly, section three will highlight the fact that Lawrence's chief concern in writing this novel is to metamorphose an ‘emotional’ novel' into ‘philosophical’ one. He thinks that the new novel should deal not with static, established characters, but with the changing, unstable relationship between emotion and thought in human beings. Lawrence does not simply describe the changing human thoughts and feelings of R. L. Somers, the protagonist in the novel, but also describes his own changing thoughts and feelings. As modern physics blurs the boundary between the observer and the observed, Lawrence problematically blurs the boundary between the author and the protagonist in the novel. He does not separate the hero's philosophical speculation and his own as author in the act of writing, forming an integrated, but confusing entity in the narrative.

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トヨタ自動車 (以下「トヨタ」とする) と本田技研工業 (以下「ホンダ」とする) の2社の海外活動を比較すると, 両社とも創業時から海外 (特に欧米) を視野に入れて積極的に活動を展開しようとしていた点は共通であるが, トヨタは製品の品質向上までに時間がかかったために具体的な海外活動の展開は遅れたのに比べて, ホンダは2輪から出発していち早く成功を納め, 4 輪でも米国生産をはじめとして順調に軌道に乗せている。それは製品品質の違いにもよるが, ホンダの方が創業時から「グローバル経営」の考え方をしっかりと持っていたと言えよう。

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新事業を起こし, 成功させることは, 大変困難である。製造業の場合には, その中心となるのは技術力である。資金力はもとより, 総合的な経営力が要求される。創業段階では全ての経営資源が脆弱である。経営課題は, 外部 (環境) からも内部 (社内) からも, 続々と発生する。こうした課題や危機を突破するのは, 創業者を中心とした全社員による理念 (達成への考え方と情熱) の共有及び解決への努力である。創業時の経営理念, 経営者のリーダーシップや率先垂範の行動力, 人材育成, そしてマネジメントカが成功への最大の鍵となる。

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This article aims to explore the business vision of Risaburo Toyoda and examine his management of Toyoda Gyoudan [Toyota Industrial Group(TIG)] with emphasis on his entrepreneurial network. Although, Kiichiro Toyoda is well known as the “founder” of Toyota Motor Corporation, in fact, he was not in a position to make final decisions. His brother-in-law, Risaburo, was the president of Toyota Motor Corporation as well as the CEO of TIG. Therefore, the study of TIG including Toyota Motor Corporation must devote special attention to Risaburo. Nevertheless, he has not been judged rightly, and has often been regarded as a hindrance to Toyota's rise in the automobile business. This article aims to reexamine his positive role and the organizational structure of TIG, regarded as a “local Zaibatsu”.
One of the most important facets of Risaburo was why he decided to enter the automobile industry. This article shows that in the 1930s, he had predicted the rise of Japan's heavy industry and the decline of its textile industry, and he managed to convert TIG's basic business from textiles to heavy industries.
It is well known that Zaibatsu and Emerging Corporate groups were disorganized during the wartime economy due to diversification of affiliated companies. On the other hand, TIG, which was a late-comer in the corporate group, was still primarily controlled by the Toyoda family. A lack of external capital needed to enter the automobile business along with wartime corporate controls had threatened its management structure, but Risaburo secured cooperative stakeholders and reorganized TIG, making Toyota Kinyu [Toyota Finance Company] a holding company. Consequently, TIG kept the family-controlled management structure. In this process, Risaburo made the most of his entrepreneurial network and exercised leadership as the CEO.

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チャネル (組織) 文化の相違は、異なる共同利得の分配ルールを導き、販売業者 (構成員) の努力提供にたいして異なる誘因を与えることによって、組織のパフォーマンスに影響を及ぼす。本稿では、文化を “平等主義の程度” によって分類し、より平等主義的な文化によって特徴づけられるチャネルの方が、販売業者が多くの努力を提供する結果、チャネル全体のパフォーマンス(市場占有率) も高くなることを示す。このことは、チャネル間の競争を考慮した場合でも成立する。その意味で、本稿の議論は、多面的な文化のいかなる特性 (原因) が多元的なパフォーマンスのいかなる側面 (結果) に影響するのかを明確にするとともに、チャネル文化がチャネル間の競争に与える効果をも明らかにしている。

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