本稿では, 埼玉県の酒造家を系譜の出身地別にまとめ, その経営方法の違いとそれに伴う盛衰の状況について比較考察した. その結果, 近江商人, 越後出身者, 地元出身者の家組織には大きな違いがあり, この組織力の差が, 明治以降のそれぞれの盛衰に関わっていることがわかった. 埼玉県に出店した近江商人は酒造家の約9割が日野屋と十一屋で占められている. 日野屋が本家中心の同族団を, 十一屋が同郷での人間関係によるグループを形成しており, 最も強い組織力をもち, 戦後まで安定経営を続けてきた. 越後出身者は, 分家別家を数多く独立させたが, 明治期に同族団が崩壊し, 1軒あたりの生産量が増えるにつれグループ内での競争が激化し, 多くの転廃業をだした. 中には, 大石屋のように商圏が重ならないように離れて立地したことにより安定した市場を確保し, 戦後まで繁栄した例もみられた. これらに対し, 地元埼玉出身者は分家別家, 親類の酒造家が少なく, 単独経営で家組織が脆弱だったため, 戦前までに多くが転廃業をすることとなった. また, 販売網と市場にも系譜の出身地別に大きな違いがあった. 近江商人は主要街道沿いでかつ江戸出荷に便利な河川沿いに支店網を築いた. しかし, 19世紀中頃から江戸市場における地廻り酒のシェアが低下すると, 近江商人は地方市場へ販売先を切り替えていった. これにより, 従来から地元販売を主としてきた地元出身の酒造家は競争に破れ, 衰退していった.

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日本の大河信濃川、その中流域はJR 東日本（株）などが水力発電所のために過剰取水をし、表流水が涸れて水道水不足や生態系破壊など、河川環境破壊を惹き起こしている。そこで市民は改善を求め、後に市役所の協力を得て東京でシンポジウムを開くなどの活動に取り組み、水利権更新期でないにも拘わらず、40m³/s以上もの試験放流を獲得した。しかし市役所主導の運動となってしまい、進行中の清津川ダム・プロジェクトに反対しなかった。90年代に一世を風靡した長良川河口堰運用反対運動などとは別の市民運動である。

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The purpose of this paper is to analyze the effects of corporate acquisitions in the electric-power industry during the interwar period in Japan. First, we examine the change in the structure of electric companies' stockholdings and the board of directors. In the second half of the 1920s, electric companies whose business showings were deteriorating in an increasingly competitive environment actively purchased stocks of other electric firms to become the largest stockholder and then dispatched executives to these firms. Second, we focus our attention on electric supply networks, business connections, capital investments, and restructuring of the acquired companies. The acquired companies not only improved their power lines and substations but also built new ones in order to tie each power plant together organically. The equipment and facilities connected through acquisitions worked to expand the companies' electric supply networks. In this process, the acquiring companies became involved in the plans that were being carried forward by the acquired companies. On the other hand, the acquired companies withdrew from their subsidiary businesses to concentrate their funds on the electric power section. At the same time they saved their financial costs by raising funds through low-interest loans and debt condensing through the issuance of new corporate bonds.

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The purpose of this paper is to make clear the development of the Japanese machine tool industry around the First World War. The previous studies focused the object of producers' analysis on the large-scale machine tool builders. In order to understand totally the formation of the machine tool industry, it is necessary to examine the various types of builders, that is, the large, the medium, and the small-scale builders in large cities and the builders in local industrial cities. Owing to the expansion of the market, the Japanese machine tool industry greatly advanced during the First World War. The expansion of the market was led by the increase of domestic demand and the export to the foreign markets, especially in Asian areas. Japanese builders could enjoy the increasing demand furthermore because the import of foreign machines decreased during the war. It can be explained as the interruption of the import from Germany and diminishing weight of British machines; in Britain most of machine tools had to be turned to the domestic demand and the export to France and Russia. While the import from the U.S. showed the increase of 8 times (based on the value)(during the war, and gained the largest share in Japanese import market. Three characteristics of production structure can be found in machine tool industry. First, the weight of lathes was high(more than half based on the value and numbers) in the composition by type. Secondly, there was a gap between the prices of machines produced by the large, the medium-scale builders and the small ones. This meant that these two sectors were linked to different markets. Thirdly, not only the production of finished goods but subcontract work of parts or repairs developed. The first type of machine tool builders was large, medium-scale ones, consisting of makers specialized in machine tool production and general machinery makers. The main markets for this type were army and naval munition works and civil large enterprises. Large builders were also connected with army and naval munition works in an aspect of technology transfer. Small-scale builders in large cities were the second type: where most of their products were low-price lathes and drilling machines. Many of them had advanced to machine tool production from the miscellaneous machinery production before the war in the course of expansion of the demand. Machine dealers, having dealt in secondhand machines, formed machine dealers' districts in Tokyo and Osaka. The third type was builders depended on deeply developed social division of labor in local industrial cities.

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The bean sprouts (moyashi) and the Chinese cabbage (hakusai) were introduced to Japan from China and both vegetables are often used in Japanese and Chinese cuisine nowadays. Although the two were introduced in Japan at different times, the period of their spread was the same-between the Great Kanto earthquake (1923) and the late 1930s. That time coincided with the popularization and development of Chinese cuisine in Japan.

The purpose of this article is to examine the differences between the spread of the two vegetables, the influence of Chinese cuisine on the process and their uses in Japanese, Western and Chinese cuisines on the basis of newspapers, magazines and cookbooks published from the 1920s to the early 1930s.

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The Dai Nippon Brewery Co. was formed in 1906 through the merger of three companies, the Sapporo Beer Co., the Japan Beer Brewery Co. and the Osaka Beer Brewery Co. The company expanded and diversified after World War I and merged with the Nippon Beer Kosen Co. in 1933. These mergers resulted in a large-scale company which promoted the formation and expansion of a national special-contract sales network (tokuyaku hanbaimo) larger and more extensive than that of any other food producer. By giving various incentives to chain stores (tokuyakuten), the company was able to promote sales and achieve a high level of stability, with the exception of the period from 1927 to 1932. The purpose of this article is to examine the marketing policies of the Dai Nippon Brewery Co. with particular reference to (1) the management of the company in the long period of continuous growth which preceded World War II, and (2) the role of the chain store system in the company's success.

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