社会・経済の環境変化が賃金に与える影響についてー高齢化、グローバル化、技術革新によるストレステスト『日本労働研究雑誌』2020年10月号（No.723) pp.4-18

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社会や経済の環境変化は，賃金にどのような影響を与えるのか？本稿では，高齢化，グローバル化，技術革新といった現代を象徴する潮流が我が国の賃金制度に与える影響について論じる。これらの環境変化は，労働市場の均衡を揺るがす大きな負荷要因であり，日本的雇用慣行のストレステストのようなものである。既存文献を整理し，理論とエビデンスを照らし合わせながら，負荷要因が賃金と賃金構造に与える影響を個別に検討する。分析を通して，我が国の雇用慣行の強みと弱みを明らかにし，また環境変化に応じて求められる改善点について述べる。

Charitable behavior in China under the Charity Law: Evaluation of charity advertisements involving in-groups and out-groups

Culture and Business: How Can Cultural Psychologists Contribute to Research on Behaviors in the Marketplace and Workplace? Frontiers in Psychology, 2020.11: 1304

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Cultural psychology has great potential to expand its research frameworks to more applied research fields in business such as marketing and organizational studies while going beyond basic psychological processes to more complex social practices. In fact, the number of cross-cultural business studies has grown constantly over the past 20 years. Nonetheless, the theoretical and methodological closeness between cultural psychology and these business-oriented studies has not been fully recognized by scholars in cultural psychology. In this paper, we briefly introduce six representative cultural constructs commonly applied in business research, which include (1) individualism vs. collectivism, (2) independence vs. interdependence, (3) analytic vs. holistic cognition, (4) vertical vs. horizontal orientation, (5) tightness vs. looseness, and (6) strong vs. weak uncertainty avoidance. We plot the constructs on a chart to conceptually represent a common ground between cultural psychology and business research. We then review some representative empirical studies from the research fields of marketing and organizational studies which utilize at least one of these six constructs in their research frameworks. At the end of the paper, we recommend some future directions for further advancing collaboration with scholars in the field of marketing and organizational studies, while referring to theoretical and methodological issues.

Digital inequalities in time of pandemic: COVID-19 exposure risk profiles and new forms of vulnerability. First Monday.(20200620). Volume 25, Number 7, July 6, 2020

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In this article, we argue that new kinds of risk are emerging with the COVID-19 virus, and that these risks are unequally distributed. As we expose to view, digital inequalities and social inequalities are rendering certain subgroups significantly more vulnerable to exposure to COVID-19. Vulnerable populations bearing disproportionate risks include the social isolated, older adults, penal system subjects, digitally disadvantaged students, gig workers, and last-mile workers. Therefore, we map out the intersection between COVID-19 risk factors and digital inequalities on each of these populations in order to examine how the digitally resourced have additional tools to mitigate some of the risks associated with the pandemic. We shed light on how the ongoing pandemic is deepening key axes of social differentiation, which were previously occluded from view. These newly manifested forms of social differentiation can be conceived along several related dimensions. At their most general and abstract, these risks have to do with the capacity individuals have to control the risk of pathogen exposure. In order to fully manage exposure risk, individuals must control their physical environment to the greatest extent possible in order to prevent contact with potentially compromised physical spaces. In addition, they must control their social interactional environment to the greatest extent possible in order to minimize their contacts with potentially infected individuals. All else equal, those individuals who exercise more control over their exposure risk — on the basis of their control over their physical and social interactional environments — stand a better chance of staying healthy than those individuals who cannot manage exposure risk. Individuals therefore vary in terms of what we call their COVID-19 exposure risk profile (CERPs). CERPs hinge on preexisting forms of social differentiation such as socioeconomic status, as individuals with more economic resources at their disposal can better insulate themselves from exposure risk. Alongside socioeconomic status, one of the key forms of social differentiation connected with CERPs is digital (dis)advantage. Ceteris paribus, individuals who can more effectively digitize key parts of their lives enjoy better CERPs than individuals who cannot digitize these life realms. Therefore we believe that digital inequalities are directly and increasingly related to both life-or-death exposure to COVID-19, as well as excess deaths attributable to the larger conditions generated by the pandemic.

Digital inequalities 3.0: Emergent inequalities in the information age. First Monday.(20200618). Volume 25, Number 7, July 6, 2020

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Marking the 25th anniversary of the “digital divide,” we continue our metaphor of the digital inequality stack by mapping out the rapidly evolving nature of digital inequality using a broad lens. We tackle complex, and often unseen, inequalities spawned by the platform economy, automation, big data, algorithms, cybercrime, cybersafety, gaming, emotional well-being, assistive technologies, civic engagement, and mobility. These inequalities are woven throughout the digital inequality stack in many ways including differentiated access, use, consumption, literacies, skills, and production. While many users are competent prosumers who nimbly work within different layers of the stack, very few individuals are “full stack engineers” able to create or recreate digital devices, networks, and software platforms as pure producers. This new frontier of digital inequalities further differentiates digitally skilled creators from mere users. Therefore, we document emergent forms of inequality that radically diminish individuals’ agency and augment the power of technology creators, big tech, and other already powerful social actors whose dominance is increasing.

Digital inequalities 2.0: Legacy inequalities in the information age. First Monday.(20200617). Volume 25, Number 7, July 6, 2020

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2020 marks the 25th anniversary of the “digital divide.” Although a quarter century has passed, legacy digital inequalities continue, and emergent digital inequalities are proliferating. Many of the initial schisms identified in 1995 are still relevant today. Twenty-five years later, foundational access inequalities continue to separate the digital haves and the digital have-nots within and across countries. In addition, even ubiquitous-access populations are riven with skill inequalities and differentiated usage. Indeed, legacy digital inequalities persist vis-à-vis economic class, gender, sexuality, race and ethnicity, aging, disability, healthcare, education, rural residency, networks, and global geographies. At the same time, emergent forms of inequality now appear alongside legacy inequalities such that notions of digital inequalities must be continually expanded to become more nuanced. We capture the increasingly complex and interrelated nature of digital inequalities by introducing the concept of the “digital inequality stack.” The concept of the digital inequality stack encompasses access to connectivity networks, devices, and software, as well as collective access to network infrastructure. Other layers of the digital inequality stack include differentiated use and consumption, literacies and skills, production and programming, etc. When inequality exists at foundational layers of the digital inequality stack, this often translates into inequalities at higher levels. As we show across these many thematic foci, layers in the digital inequality stack may move in tandem with one another such that all layers of the digital inequality stack reinforce disadvantage.

Cross-Cultural Nomological Network of Gratitude: Findings From Midlife in the United States (MIDUS) and Japan (MIDJA). Frontiers in Psychology, v11 (20200526)

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Gratitude enhances prosocial behavior and is considered a positive trait in most cultures, yet relatively little is known about its relationship to other psychological constructs, nor how it varies across diverse cultural contexts. To investigate the cross-cultural consistency of the benefits of having a grateful disposition, the current study examined the nomological network of gratitude in the United States and Japan, using data from two longitudinal studies: Midlife in the United States (MIDUS Refresher Biomarker Project) and Midlife in Japan (MIDJA). Results showed significant positive bivariate associations between trait gratitude and positive psychological functioning (Satisfaction with Life, Sympathy, Anger Control, Cognition Control, and Support/Affectual Solidarity Given to Relational Network) in both the United States and Japan. On the other hand, trait gratitude was negatively correlated with constructs associated with maladaptive psychological processes (Perceived Stress, Social Anxiety, Loneliness, and Anger-In) in both countries. The present findings provide valuable guidance for the development and implementation of future interventions that may lead to positive outcomes in individuals from diverse cultural and ethnic backgrounds.

We Have Emotions but Can’t Show Them! Authoritarian Leadership, Emotion Suppression Climate, and Team Performance. Human Relations.

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How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression, which induces a higher level of team emotional exhaustion that negatively impacts team performance. Furthermore, we found that authoritarian leaders’ own emotion suppression enhances the above sequential mediation effects, i.e. the more emotion suppression the authoritarian leader him/herself exercises, the stronger the team climate of emotion suppression, the higher the level of team emotional exhaustion, and the lower the team performance. These findings suggest that leadership effectiveness may be improved if leaders can reduce their authoritarian behaviors and identify appropriate channels for employees to release emotions in the workplace.

The Impact of Multimarket Competition on Innovation Strategy: Evidence from the Korean Mobile Game Industry. Journal of Open Innovation: Technology, Market and Complexity, v6, n1 (2020)

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Multimarket contact (MMC) refers to the situation in which more than two firms simultaneously compete with each other in multiple products and/or geographical markets. Most studies on MMC have explored how the market overlap creates “mutual forbearance”, which lessens the intensity of rivalry. While prior studies have mainly focused on how reduced rivalry from MMC influences market-related decisions, only a few have paid attention to its impact on innovation activities. The purpose of this research is to explore how multimarket competition influences different stages of innovation. Specifically, we focus on three stages of innovation: Content development, commercialization, and protection of IPs (Intellectual Property). This study is conducted as an exploratory case research based on the in-depth analysis of two leading Korean Mobile game companies. Based on our findings, we explain how mutual forbearance and observability of the rival’s competitive action influence the choice of strategic decisions across different stages of innovation.