This paper attempts to contribute to find the key of firm growth by analyzing business of a specific firm, using a management dataset from the business report of the long-lived firm that was in Fukui prefecture in the first half of the twentieth century.

The name of the firm that examined in this paper was Katsuyama Kigyo Kaytey Goshi Gaisya (Katsuyama Textile Brother's Joint-stock Company). In the mid-1920s, Kaytey was on the verge of bankruptcy due to a halt in financing from Katsuyama Bank. Katsuyama Bank was the main financing bank of Kaytey. That event triggered a change in the way of funding. After that, Kaytey increased the rate of raising money from company members instead of borrowings from a bank. By raising capital adequacy ratio, Kaytey could lower the rate of bankruptcy.

Furthermore, it is found that Kaytey worked together with an iron factory in Kanazawa prefecture to development new products. In 1930s, Kaytey could sell many rayon and silk crepe. It was the fruit of product development by crossover cooperation in 1920s. This finding indicates how important the continuous product development was. Management stability also supported this continuous product development and made successful result in 1930s.

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This paper analyzes the purpose and target of the establishment of the “Jiyutei Hotel” (later the “Osaka Hotel”) and the “Shin-Osaka Hotel” (now the “Rihga Royal Hotel”), both of which played the role of guesthouse hotels in Osaka. In addition, the history of hotels up to the present day is examined based on the transition of their roles and organized and proposed as follows
(1) Period of providing convenience to foreigners
(2) Period of attracting the domestic middle class
(3) Era of bipolarization of value
(4) Era of diversification of value
It was found that until the opening of the Ritz-Carlton, Osaka in 1997, hotels in Osaka had historically focused on local banquet and food and beverage customers and the middle class. Considering the future of the hotel industry, we proposed that although foreign-affiliated hotels will be the main target for the affluent class, domestic hotels can also increase their presence by narrowing their targets and understanding and responding to the characteristics of the affluent class.

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Since 2003 the Japanese government has been enhancing tourism-related measures in order to build up the nation based on tourism. In this situation industrial tourism is greatly expected as a new type of tourism which can appeal regional culture and history from different angles than before and vitalize communities. In this paper we survey the change of tourism policy and the development of industrial tourism in Japan, and analyze functions of industrial museums which are regarded as core facilities of industrial tourism from the viewpoint of visitors. In addition, based on the results of original research into 114 museums, we clarify current conditions and problems of industrial museums in Japan.

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The origin of Yamaguchi Zaibatsu was opened by Kichirobei Yamaguchi (first) as a draper at Osaka in 1824. Kichirobei (second) changed his business to money-changer in 1863. After the Meiji Restoration, Yamaguchi family established 148th National Bank in 1879, and this bank changed to private. Yamaguchi Bank in 1898. Thereafter, Yamaguchi family invested to Nihon Seimei (life insurance), Osaka Chochiku Ginko (savings bank), Kansai Shintaku (trust company), Kyodo Kasai Kaijo (fire and marin insurance) and so on.
Yamaguchi family established Yamaguchi Limited Partnership (¥10, 000, 000) as holding company in 1920 and formed Yamaguchi Zaibatsu. It had developed as a middle-scale financial Zaibatsu untill the end of second World War. The reasons of development were :
1. delegations of management power to able managers,
2. good selections of investments to stable financial and insurance companies,
3. effective utilizing of capitals by reducing the percentage of investment to 10-50% in all capitals of these companies.
After the second World War, Yamaguchi Zaibatsu was not designated to Zaibatsu holding company by the Supreme Commander of Allied Forces, but it was going way of dissolution by the huge property tax, and the decreasing of values of holding stocks. Yamaguchi Limited Partnership closed its 30 years history in 1950.

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第二次世界大戦終戦時，わが国の生保相互会社は第一，千代田，富国の僅か3社に過ぎなかったが，戦後まもなく発生した相互会社化の波により16社へ急増した。戦後の相互会社化は世界的にも稀有な事象であるが，その理由については諸説あるものの，いまだ定説を得るに至らず十分な解明がされていない。とりわけ財閥系生保の相互会社化の理由として比較的有力視されてきたGHQ（連合国最高司令部）指導説には，裏付けとなる客観的資料の欠如という弱点があり，GHQ指導説否定論者の根拠となってきた。
こうした中，本稿は，米国のエドワーズ財閥調査団報告書および国務・陸軍・海軍三省調整委員会文書（SWNCC302/2修正文書）によって，財閥系生保の相互会社化が米国政府の財閥解体政策の一環であった事実を明らかにした。これにより，GHQが財閥系生保の相互会社化を導いたとするGHQ指導説は定説となり得る要件を具備したといえる。

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　旧住吉村は，明治末期頃の阿部元太郎による宅地開発事業で郊外住宅地の萌芽をみせたとされる。本研究は，旧住吉村の郊外住宅地形成過程と旧住吉村が郊外住宅地形成で果たした役割を考察したものである。その結果，旧住吉村は1900（明治33）年からはじまる実業家達の急激な土地取得により，郊外住宅地として萌芽をみせたと理解することができた。また，旧住吉村のコミュニティ施設は，すべて住民により計画され，村の中心部に集中することなく配された。コミュニティ施設設置の際旧住吉村は，出来るだけ村有地を無償提供した。旧住吉村は村有地をはじめとする村有財産を管理・運営することにより，住環境の整備に貢献したことが明らかになった。

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