| 2024 |
Jiamin Li
| Transaction Value Effect on Consumer Response to Greenness |
| 2024 |
Kenya Yamamoto
| Board Composition and Company Performance: A Japan-U.S. Comparison |
| 2024 |
Takeshi Mori
| Digital Transformation, Wellbeing, and Productivity in the Workplace |
| 2024 |
Yang Zhang
| Job Characteristics, Job Satisfaction, and Turnover Intention : A Cultural Perspective |
| 2024 |
Daisuke Asahara
| Does the Frequency of Securities Report Disclosure Affect Innovation? |
| 2023 |
Chad Stewart
| Managerial coaching competence: Development and validation of a scale and association with subordinate empowerment |
| 2023 |
Noriko Sato
| Exploring the relationship between the training of coaches and coach efficacy among undergraduate students |
| 2022 |
Nana Otsuki
| Impact of salience on investor expectations: Evidence from a stock price forecasting website using laboratory experiment |
| 2022 |
Tomonari Komiyama
| Structural ambidexterity and coopetition capability for industry incubation: Mission-led grand challenges in Japanese hydrogen station industry |
| 2022 |
Tomohiro Kashiwakura
| Integrating developmental elements to career progress |
| 2022 |
Tadahiro Wakasugi
| Is a compassionate employee a committed employee? Investigation of the impact of compassion on organizational commitment |
| 2022 |
Yuko Numata-Denscombe
| Moderated mediation effect of job embeddedness on citizenship fatigue through organizational citizenship behavior |
| 2021 |
Munehiro Otomo
| Comparative COO and CRA brand effects in Japan and the U.S |
| 2021 |
Tsunehide Imasaki
| How the amoeba management system achieves organizational ambidexterity: The case of Kyocera |
| 2020 |
Ryukichi Miyabayashi |
The impact of national culture on organisational identity and global management: A comparative analysis of mission statements by country |
| 2020 |
Asuka Takaoka |
A mixed methods analysis of root causes of corporate frauds in Japan: Board composition and internal power factors |
| 2019 |
Yoshiko Ishikawa |
Choice between abstract hedonic and concrete utilitarian alternatives |
| 2018 |
Daiki Tanaka |
Moderators that Accelerate Competency Development from Challenging Work Experiences |
| 2018 |
Fumiaki Katsumura |
A Moderated Mediation Model of Authoritarian Leadership and Employee’s Organizational Citizenship Behavior: The Role of Job Satisfaction and Interdependent Self-Construal |
| 2017 |
David Ferguson |
”Behind the table” in negotiation: Behaviors and functions of effective external leaders |
| 2015 |
Jusuke Ikegami |
Headquarters-subsidiary perception gaps regarding subsidiary roles: The impact on subsidiary performance and expatriates’ moderation role |
| 2014 |
Hitoshi Tsuboi |
The role of outside directors in improving Japanese corporate governance |
| 2013 |
Mistumasu Akira |
Control and coordination of functional subsidiaries in Japanese corporate groups |
| 2012 |
Ko Unoki |
Global empires and M&A |
| 2011 |
David Nathan Levenson |
The seven critical success factors for American companies in Japan |
| 2011 |
Satoko Suzuki |
Diffusion of self-gift consumer behavior in interdependent cultures: The case of self-reward consumption practice in Japan |
| 2011 |
Giles Adam Kassab |
What’s your story! Organization as a good movie well made |
| 2011 |
Ayano Hirose |
A knowledge-creating city: The case of Mitaka city |
| 2011 |
Osamu Tsukada |
Challenge of cross-border mobilization of “sticky knowledge”: The Toyota Way |
| 2010 |
Timothy James Clark |
Cultural coloring: exploring how national origin affects the international portability of business models |
| 2010 |
John Kyle Dorton |
The ‘Moon Shots’ of 21st century talent: comparative corporate training and leadership development at General Electric and Toyota |
| 2008 |
Hideki Kawada |
OK Baji as an exemplar of phronetic leadership |
| 2006 |
Mamoru Gary Okamoto |
Development and application of profitability indices |
Hitotsubashi University Business School
