Breakdowns in Implementing Models of Organization Change. Academy of Management Perspectives, Vol. 25, No. 3, pp. 58-74.

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Practice theories of implementing change are lagging behind process theories of organizational change and development. To address this gap, this paper examines common breakdowns in implementing four process models of organization change: teleology (planned change), life cycle (regulated change), dialectics (conflictive change), and evolution (competitive change). Change agents typically respond to these breakdowns by taking actions to correct people and organizational processes so they conform to their model of change. Although this strategy commands most of the attention in the literature, we argue that in many situations managers and scholars might do better if they reflected on and revised their mental model to fit the change journey that is unfolding in their organization.

Context Management Approach to Value Co-Creation (VCC): Toward Dynamic Process Model of Customer as Value Co-Creator　The 20th Frontiers in Service Conference 2011 proceedings

Surfacing important but invisible issues in American companies in Japan Process-oriented Dialogue around Cultural Conflicts Journal of Business Economics, Volume 81, No. 3, pp.73-99, May 15, 2011

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This paper explores cross-cultural conflict between Americans and Japanese working together in Japan. Drawing on participant observation, this study develops and pilot tests an application for facilitating group dialogue around organizational conflict, based on Arnold Mindell's Process Work model of group facilitation.

The model proposes several major concepts: (1) rank awareness and how people in authority use their authority; (2) roles and polarities, including primary and secondary identities; and (3) how the marginalization of views can spawn conflict. The application of this model to several conflicts between Americans and Japanese suggest three sources of conflict that often stem from unvoiced cultural assumptions.

First, the case findings here suggest that the freedom to speak up is often taken for granted by Americans, but not by Japanese. Second, Japanese are more aware and constrained by social norms than are Americans. Third, Americans in positions of authority in this case are relatively unaware of how the way they use their authority impacts the Japanese around them.

Foreign ownership, human capital, and the structure of wages in Japan. The International Journal of Human Resource Management, 2011 Vol. 22 No.15 pp. 3036-3050

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We examine the differences in the structure of wages between domestic and foreign-owned establishments in Japan. We use high-quality datasets from the Japanese government and construct a large employer-employee matched database consisting of 1 million workers in 1998. Our results confirm that foreign-owned establishments in Japan pay higher wages. We estimate that one percentage increase in foreign-ownership share of equity raises wages by 0.3%. We surmise that this foreign-ownership wage premium can be explained, at least in part, by compensating wage differentials. Workers in foreign-owned establishments are not protected by lifetime employment. They receive higher compensation for being exposed to higher risk and forfeiting their employment security. We also find that in foreign-owned establishments, wages are determined more by general skills, and less by firm-specific skills. These effects become more pronounced among establishments with a higher share of foreign ownership. The gender wage gap is considerably smaller among foreign establishments. Given the lack of long-term prospects for women in the Japanese labor market, foreign-owned establishments may be one source of 'brain drain' for highly skilled women there.