"How COVID-19 Has Transformed Japan's Culture of (Over-)Work" Presented at Department of sociology colloquium, Texas A&M University, September 2021.

"Taxonomies of Digital Vulnerability and COVID-19 Exposure Risk Profiles" Presented at Digital Inclusion Policy and Research Conference, University of Liverpool (online event), September 2021.

Humans and machines in the emergence of service ecosystems: Addressing false dichotomy by embracing paradox. The 7th Naples Forum on Service September 9, 2021

Humans and machines in the emergence of service ecosystem: Addressing false dichotomy by embracing paradox. The 2021 Naples Forum on Service (The 7th Naples Forum Service). Capri, Italy 6-9 September 2021

Time Preferences are Influenced if Questions Look Like Investments or Loans. Subjective Probability, Utility and Decision Making 2021 Conference, University of Warwick, Coventry, United Kingdom (Online) August 23, 2021

Cybershaming: Theorizing organizational shame in the digital age. 37th EGOS Colloquium 2021, Amsterdam (Virtual Conference) July 8-10, 2021

Board Composition and Corporate Fraud: Refining the Insider-Outsider Model. Presented at Society for the Advancement of Socio-Economics (online event), 33rd annual meeting, 2021.

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Corporate fraud is a growing problem across the globe. Previous studies have explored the relationship between governance structure and fraud occurrence with mixed results. While some scholars contend that there is a negative relationship between outside board members and corporate fraud (e.g. Beasley 1996), others explain that weaker governance mechanisms and passive boards can increase the likelihood of fraud (Zahl et al 2005). Both studies point out the conflicting findings regarding the effectiveness of outside directors. The inconclusive nature of previous studies, and the possibility that results may depend on the context as well as governance structures inspired us to conduct our present work. In this paper, we examine the relationship between board composition and corporate fraud in the case of Japan. We conducted statistical analyses to test whether board homogeneity can affect the occurrence of frauds in companies listed in the first section of the Tokyo Stock Exchange. We constructed a database of corporate fraud compiled from various data sources: Toyo Keizai Directory of Corporate Executives, Nikkei NEEDS Financial Database, and Sustaina Database of Corporate Fraud. Our database consists of approximately 9,000 firm-years during 2010 and 2016. For our analyses, we constructed four categories of directors: (i) lifetime directors (i.e. those who joined the company as fresh graduates), (ii) mid-career directors (i.e. not lifetimer but hired at mid-career prior to becoming director), (iii) outside directors, and (iv) outside auditors. Under this framework, (i) and (ii) are viewed as insiders, and (iii) and (iv) are viewed as outsiders. This categorization is a refined approach to conventional studies which used a binary distinction to the insider-outsider model. Distinguishing insiders into two distinct groups – lifetimers versus midcareer – allows us to test a more nuanced research question, that not all insiders (nor outsiders) are the same. All statistical models control for financial performance and indicators such as net profit ratio, ROE and debt ratio. The results of panel regressions reveal that an increase in the proportion of lifetime directors significantly increases the frequency of corporate fraud occurrence. More interestingly, an increase in the share of midcareer directors significantly decreases the frequency of corporate fraud. The results also show that an increase in the proportion of outside directors and outside auditors are marginally correlated with fraud occurrence. Do insider directors increase the risk of corporate fraud? Our study suggests that it depends on how an insider is defined, because not all insiders are the same. Fraud occurrence is positively correlated with lifetime directors, but negatively correlated with midcareer directors. Our findings make a contribution to the behavioral agency model, by providing further context to the insider-outsider distinction of corporate governance and its relationship to corporate fraud. The finding that outsider directors may increase the risk of fraud points to the possibility of “gray” (i.e., non-independent) outside directors, which include family members, former employees, etc. with previous relations to the company. Gray directors are less likely to strictly monitor management than truly independent directors (Uzun, Szewczyk and Varma, 2004).

The Impact of Gender Role Orientations on Subjective Career Success: A Multilevel Study of 36 Societies. AIB 2021 Onlince Conference June 25 - July 1,2021

Independence-interdependence as a moderator of team diversity and new product creativity. IPDMC 2021 June 6-8, 2021 Online

Covid-19 and telework: An international comparison. 日本経済学会春季大会　2021年5月

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This paper uses identical surveys conducted in July 2020 in eight countries – U.S., U.K., Germany, Italy, Sweden, China, South Korea, and Japan – and examines telework use within and across countries. Data were collected from 2,060 persons ages 15+ per country, for a total of 16,480 persons in eight countries. We seek to answer the following questions: (1) Which demographic and socio-economic groups are more likely to use telework? (2) Is there any association between telework and other work-related outcomes such as life satisfaction and productivity at work? Our findings reveal that patterns of telework use are different not only geographically, but also between countries that adopted telework early (U.S., Sweden and China) and those that adopted it later. Within each country, there are notable differences in telework use between low and high income persons, and between those employed in small versus large firms. We also find that people who used telework before COVID-19 report higher life satisfaction compared to those who started using telework for the first time after the COVID-19 outbreak

Toward dynamic process model of digital transformation. Japan marketing Academy, spring Research Project Festival, March 13, 2021

「デジタル・トランスフォーメーションの理論と実践－パイオニアの事例を通じて」第2回　春のリサプロ祭り・オンライン　2022年3月19日

「デジタル・トランスフォーメーションのプロセス・モデル構築に向けて」第1回　春のリサプロ祭り・オンライン　2022年3月13日