This paper explores

-renewal of regional specialization in the production center on the basis of a study for Arita porcelain production center in Japan. Arita is the birthplace of porcelain in Japan. In Arita, a few core porcelain producers, for instance Koransya, Fukagawaseiji, Kakiemon, and Imaemon, have taken the responsibility to refine the skills and keep its tradition after Meiji Restoration. The others respect the core porcelain producers to rule the region as a leader. Arita, which had been the major production center of the business tableware, has been in recession due to an economic crisis and the emergence of imported ceramics in recent years. Arita production center, however, successfully diversified its product categories and tried to make progress for the -renewal of its regional specialization, which were driven by entrepreneurship of a leading group of the frontier porcelain producers and wholesalers.

This paper insists that the frontier porcelain producers’ and wholesalers’ entrepreneurship stimulated

-renewal of regional specialization. It also argues that the unwritten competition rule, preventing cut throat competition, served as a catalyst to keep the region as a porcelain production center alive. Each regional specialization has been supported by these unwritten rules on the basis of the system of encouraging the local talent.

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This study analyzed entrepreneurial orientation among university students and its impact on their job-hunting outcomes by focusing on entrepreneurship education and family environment. We used data obtained from a two-point internet monitoring survey conducted on university students their Job-hunting. A measure of individual entrepreneurial orientation （IEO） was used in the analysis. The results revealed the following three issues.

First, entrepreneurship education and family environment positively affected IEO. These results suggest that school education nurtures entrepreneurship. The family environment of

-employed and business owners may affect the intergenerational transmission of entrepreneurship. However, the opportunities for entrepreneurship education should be more open since the strong influence of family environment on IEO is an innate environmental disparity.

Second, a family environment with

-employed and business owners positively affected the choice of entrepreneurship education. The results of this analysis suggest that university students may be the choice of entrepreneurship education to prepare for career choices such as starting a business or family business succession.

Third, university students with high-risk orientation in the context of IEO choose to be employed by young firms of corporate age, such as venture firms. Therefore, this analysis suggests that university students with high-risk orientation may be making career choices based on their desire for work experience in a growing field.

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In terms of Japanese political context that is “Engagement of All Citizens” policy which is advocated by Prime Minister Shinzo Abe, both of national and local governments are trying to promote woman’s entrepreneurship. Comprehensive formal institutional support programs have been provided by both of governments but they have no experience or knowledge of gender differences on entrepreneurship. Former studies did not focus on Japanese context and women entrepreneurs. Then this study will shed light them and provide some useful information to improve the environment surrounding Japanese women entrepreneurs and encourage them.

Based on a unique sample of 202 female entrepreneurs in Japan, this study explores the extent to which different institutional arrangements affect female entrepreneurial venture performance. Drawing upon a unified theoretical framework of social cognitive and institutional perspectives, we scrutinize the complex interplay among supportive institutional environments, entrepreneurial cognitions and entrepreneurial success. The findings of our structural equation modelling indicate that women’s entrepreneurial

-efficacy is a strong and useful mediator of the effect of informal institutional support on venture performance. Our study proposes that perceived social legitimacy may lead to increased entrepreneurial -efficacy, thereby enhancing venture performance. This finding can clarify the institutional force pathways to foster entrepreneurial confidence.

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Nihon Kotsu Co., Ltd was one of the largest companies in the taxi industry in Japan. In the 1990s, its performance was lower and the company faced a serious crisis with huge debts. However, after the organizational change carried out by Ichiro Kawanabe （chairman, third generation of founders） in 2000, the performance of Nihon Kotsu recovered and increased. How and why Nihon Kotsu was successful with its V-shaped turnaround?

The aim of this paper is to analyze entrepreneurial behavior of Ichiro Kawanabe and the organizational change process led by him. In this analysis, the author incorporates the knowledge of the organizational identity theory to the organizational change process theory.

In summary of this case study, first, Kawanabe developed a high-quality taxi service selected by customers. Second, he increased the motivation of taxi drivers and changed their career views. Motivated taxi drivers themselves increased the quality of taxi service and tried to develop new services. Through these, Nihon Kotsu made it possible to differentiate their services on the taxi market, which were regarded difficult to differentiate.

In theory, this paper suggests the following mechanism. At the implementation stage of the organizational change process, employees are motivted to change their identity by recognizing themselves through feedback from customers and colleagues. Furthermore, empowerment and assignment of responsibility to employees will encourage employees’ business improvement behavior to go beyond the assumption of top management. The V-shaped turnaround of the performance of Nihon Kotsu was brought about by this mechanism which was activated by organizational change led by Kawanabe.

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Supply chain disruptions due to stay-at-home demand and labor shortages caused by the COVID-19 pandemic have caused disruptions in global maritime container transportation and a historic rise in container market prices. As a result, Japan's economic activity was greatly affected, with production being disrupted due to a shortage of goods. On the other hand, the National Security Strategy, which was revised in December last year, sets out securing resources essential to Japan's security, such as energy and food, as well as economic security, and calls for efforts to strengthen the supply chain. However, despite the extremely important importance of ensuring stable maritime transport as a means of transporting energy and goods, little focus has been placed on maritime transport. For this reason, this paper focuses on maritime container transport, which is the main means of maritime logistics. We will examine the supply chain risks in Japan's international shipping from a security perspective, which has not been given much attention in the past. We will discuss how to strengthen the Japanese supply chain in consideration of these risks.

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Engagement with an Entrepreneur and a Researcher

Second-person Approach and Convivial Tools as Methods of Entrepre- neurial Research

Chiaki Ito and Toshiki Fukumoto

The purpose of this paper is to explore qualitative methodology that enhances the viability and continuity of fieldwork that tracks entrepreneurs’ trial and error. Capturing the trials and errors of entrepreneurs requires second-person engagement with entrepreneurs and convivial tools. In this article, through examples of the author’s own fieldwork with an en- trepreneur and a researcher, we suggest that the knowledge creation system of manage- ment science can be used as convivial tools for forming and maintaining relationships.

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THE PURPOSE OF THIS STUDY IS TO THROW LIGHT UPON THE COMPANY'S AND LOCAL -GOVERNING BODY'S ROLE OF THE REORGANIZATION OF A COAL MINING TOWN, TAKASHIMA, INVOLVED IN THE FALL BIG COMPANY FOCUSING ON THE REDEVELOPMENT OF HOUSES AND URBAN FACILITIES BY THEM IN THE DECLINE PROCESS. THE BIG COMPANY BUILT ACTIVELY MANY ISSUED HOUSES AND WELFARE FACILITIES IN THE GROWTH PERIOD. HOWEVER, THE FACILITIES WERE TRANSFERRED FROM THE COMPANY TO THE LOCAL -GOVERNING BODY IN THE DECLINE PERIOD. IT IS A SERIOUS PROBLEM FOR THE LOCAL -GOVERNING BODY TO REORGANIZE THE URBAN DISTRICT IN THE REORGANIZATION PERIOD.

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