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近年の米生産構造は作付面積の拡大及び組織経営の進展に特徴づけられる。一方で，先行研究からは経営面積の拡大による規模の経済には圃場分散や過度な機械装備といった課題があり，組織法人経営の生産費や農業所得が個別経営よりも必ずしも優れていないことも明らかである。そこで本稿は個別稲作経営の経営戦略の差異を示すことを目的として，低コスト経営と高コスト経営の生産構造の比較分析を行った。データは農業経営統計調査の米生産費統計（個別経営体：2008－2017年度）の1,911経営体をパネルデータ化したものを用いた。結果として以下の点が明らかになった。第一に，10a当たり全算入生産費の平均値は10-15ha層から20-30ha層まで段階的に低下していた。第二に，東北地方では大規模低コスト経営は単位利潤が優れている一方で，大規模高コスト経営が単収や所得の点で低コスト経営よりも優れていることが示された。第三に，大規模高コスト経営の特徴として，自作地割合が高い点，実勢地代水準が高い点，大区画圃場の割合が高い点，家族労働力を特に管理作業に多く投入している点などが挙げられた。ただし，経営の更なる耕作面積の拡大が期待できるのは低コスト借地型経営であり，個別の経営戦略の多様性を考慮しつつ地域農業を展望し，方策を考えることの重要性を示しているといえる。, Recent structural changes in farm production are characterized by the enlargement of farm size and the change of organization. Meanwhile, previous studies have confirmed that the economy of scale entails the dispersion of farming plots and the over-investment of machinery. Those studies have also affirmed that the production cost or farm income of incorporated farms is not necessarily sufficient. The present study aims to clarify the importance of the management strategy of rice farms from the perspective of cost structure by using rice production cost survey data from 1,911 farms during the 2008–2017 fiscal year. The results are as follows. First, the average total production cost per 10a decreased from 10–15 ha stratum to 20–30 ha stratum. Second, while low-cost large farms attained higher unit profit, high-cost large farms attained higher unit production and unit farm income. Third, the characteristics of the high-cost large farms are as follows: high owned farmland rate, high farmland lent, large plot rate, and considerable input of family labor into the farm field management. However, low-cost large farms are expected to have more capacity to enlarge their farm businesses than high-cost large farms. Those results indicate the importance of decision-making of regional agricultural policy while considering the diversity of farm management strategies.

経済学におけるリスクの定義は一様ではないが，リスクが「危険」という負の側面だけでなく，「機会」という正の側面も内包するものとして理解されている。情報・デジタル技術の急速な進展は，それによって享受される機会と同時に，従来の外部環境および内部環境における情報すべてに新たなリスクを付加しようとしている。それがサイバー空間でのリスクであり，いわゆるサイバーリスクである。企業活動の国際化・ボーダレス化・ネットワーク化，それによるリスクの巨大化・複雑化の中で，企業は生き残りをかけて組織の舵取りをしなければならない。本稿では海外の事例をとおして，サイバーセキュリティ対策を戦略的リスクマネジメントとして組み入れることを提案し，サイバーリスク管理を戦略的意思決定に取り入れるための方法について考え，そして経営戦略とリスクマネジメントの関係について新たな視点を提示した。Risk is understood as encompassing not only the negative aspect of ‘danger’ but also the positive aspect of ‘opportunity.’ The rapid development of information and digital technologies is adding new risks to all information in the traditional external and internal environment. These are the risks in cyberspace, the so-called “cyber risks.” In the context of internationalization, borderlessness and networking of business activities, and the consequent growth and complexity of risks, companies must manage their organizations to survive. Through examples, this paper proposes incorporating cyber security measures as strategic risk management, considers ways to integrate cyber risk management into strategic decision-making, and presents a new perspective on the relationship between management strategy and risk management., 論文

This study examines the management strategies for ski resorts to reinstate their ability to attract customers through literature research. Following the industry structure analysis proposed by Porter, we determined that the ski resort industry is under threat from alternative services such as leisure and service industries. Therefore, the diverse value of skiing as a sport must be understood and promoted. According to the product life cycle theory, ski resorts appear to be late in maturity. The 14 life cycle innovations proposed by Moore are helpful. Moreover, the strategic direction proposed by Christensen provides deep insight into what customers are trying to fulfill through local activities. From these developments, the following specific strategies were proposed. The new value of ski sports must be explored and commercialized, such as combining it with exercise. Moreover, increasing the repeat rate of current users by enhancing the functions of ski areas and after-skiing activities or collaborating with nearby activities is important. Finally, brand power must be built by dramatically changing marketing activities and improving local service quality.

The main industries of Northern area of Tohoku Japan are agriculture and electronic components. However, the regional economy suffered from a Lehman shock problem and the economy went bad. In this paper, we studied on the industrial structure in Northern area of Tohoku Japan with Input-Output analysis. We also propose a strategy to restore the economy. The main industries of Northern area of Tohoku Japan were food, electronic parts, and information communication. For these industries to continue to grow, a correct strategy are necessary. For the food industry to grow, it is necessary to brand it and raise added value more. For the electronic components industry to grow, it is necessary not to leave the decision only to enterprises but to support the prefecture administration. For the information and communications industry to grow, it is necessary to cultivate specialized human resources. In the future, it is important that Northern area of Tohoku Japan acquire demand outside the region. Northern area of Tohoku Japan must actively enter the fields where growth can be expected, and the regional economy will be revitalized through strategic efforts.

本稿は90年代の産業政策について概観することを目的としている。バブル経済の崩壊以降の企業改革を見る場合，政府が各企業を支援する90年代の産業政策の方向が重要である。市場に大きな変化が生じた場合，政府による産業政策とそれに伴う法制が企業改革を後押しする。つまり，市場⇒産業政策⇒経営戦略の構築⇒企業組織の再編⇒業務管理：仕事管理⇒人事改革，という道筋で理解することが重要である。そのため，まず産業政策が企業改革をどのような方向に誘導していこうとしていたのかを理解することは重要である。, This paper is intended to be an overview of the industrial policies in the 1990s. When looking at the corporate reform after the collapse of the bubble economy, the direction of the industrial policies of the 1990s which were supported by the government is important. When significant changes occur in the market, industrial policies of the government and the legislation associated with them, boost corporate reform. In other words, it is important to understand its process: The market ⇒ industrial policy ⇒ construction of the management strategy ⇒ restructure of corporate organization ⇒ business management: Work management ⇒ personnel reform. For this reason, it is important to understand first of all to what direction the industrial policies have been trying to induce the corporate reform., 論文(Article), P.107の表現に誤りあり （誤）「企業的存在」→（正）「記号的存在」

This paper here considers reform of a local public enterprise and the turning point of a sewerage projects. The local public enterprise has seen the time of change with management. The reason is based on a decrease in population and equipment replacement investment. This paper makes the subject of the structural change of a sewer enterprise the contents.

[要約] アルフレッド・チャンドラーは「組織は戦略に従う」という仮説を作って, 経営学界に注目された. その後, イゴール・アンゾフは「戦略は組織に従う」を提唱して, 経営学界で議論を引き起こした. 筆者は, 戦略と組織はどちらが優先にするかをめぐる議論に加えるつもりはないが, 実例をもって検証したい. そのため, 筆者は近年台頭している三一重工という中国企業の成長から経営戦略の形成プロセスを検証した. それによると, 実のビジネス社会では, 経営戦略を持たなかった時期も, 意図的ではないにもかかわらず技術戦略を作った時期もある一方, 競争に勝って持続的に成長するために, 必然的に事業戦略と国際化戦略を作った時期もあることが分かった.[Abstract] Formulating the hypothesis of "Organization follows strategy", Alfred D. Chandler, Jr. was noted in management academia. Seventeen years later, H. Igor Ansoff proposed the hypothesis of "Strategy follows the structure of organization",which caused controversy in the same academic world. The author has no intention to join in that debate on which should come before which; instead, he investigated a practical example. The author researched the formation process of a management strategy by looking into the growth of Sany Heavy Industry, a Chinese company that has been on the rise in recent years. The research showed that in the real society, the company sometimes had no management strategy and at other times it ended up adopting a technological strategy although it did not plan to do so. Furthermore, the research revealed that there were times when the Chinese enterprise, aiming to win competitions and sustain its growth, developed business and global strategies.

Tingyi (Cayman Islands) Holding Corp. (the Company), and its subsidiaries (the Group) specialize in the production and distribution of instant noodles, beverages and instant food products in the People’s Republic of China (PRC). The Group started its instant noodle business in 1992, and expanded into the instant food and beverage businesses in 1996. In March 2012, the Group further expanded its beverage business, and a strategic alliance between the Company and PepsiCo in the PRC beverage business was established. The Company exclusively manufactures, bottles, packages, distributes and sells PepsiCo soft drinks in China. The Group’s three main business segments have established leading market shares in the PRC’s food industry. As of December 2012, the Group was the market leader in instant noodles and ready-to-drink teas, gaining 56.4% and 44.2% market shares respectively. In this paper, we try to research the success of management strategy and perform a VRIO analysis of the company.

環境変化への対応を抜きにしては、医療機関をマネジメントすることができない時代になってきた。それは、本格的な医療経営学が必要になってきたことを意味する。本論文では、医療という財の特徴を前提にして、医療経営学に対してどのようなアプローチが取られているのかを概観する。なお、アプローチとしては、紙面の制約もあり、「マネジリアルエコノミクスとしての医療経済」「マーケティング」「経営戦略」ついての考察にとどめ、組織論も敢えて「経営戦略」の1 部として扱った。「経営戦略」については、この考え方を使い、実際の医療分野の分析をも行った。, The time has come when healthcare service providers must consider the response to the environment, meaning that the healthcare management theories are necessary. In this paper, based on the characteristics of healthcare as economical goods, the overview of the approach to the healthcare management theory in the field of managerial economics, marketing, strategy. Furthermore, the analysis about the healthcare service provider was done by using strategic theory

Although a corporate innovation is indispensable to the modern companies, it is also a fact that the success experience on the past management makes the realization difficult. It is in a company doing creative destruction of the corporate culture itself for realization of a company innovation, and a prescription required is suggested in this research.

The social responsibility requested from these in upheaval of the business environment which surrounds a present age company is increasing steadily. When the right or wrong of corporate activity are analyzed, while being able to discover the feature peculiar to a company there, continuity and childish nature can be checked there. In this research, while asking for an analytic key the gene in which a company holds such peculiarity and a company gene has big influence on corporate management action, it suggests that it is an important factor in future strategic management.

In April 2000, a new medical fee system for hospitals designated for specific functions was introduced into the remuneration of medical services. A basic concept of this system is to pay a supplementary fee for hospital treatment during the acute treatment. In this study, in order to clarify the effect of this new system on hospital management, we performed the case study of three hospitals (Kumamoto National Hospital, Saiseikai Kumamoto Hospital and Kumamoto Chuo Hospital) located in Kumamoto medical area. As a result, in this area, the basic qualitative aspects of medical care environment, such as the number of hospital beds and long-term facilities, was found to be well equipped. In addition, three hospitals differ in following points : 1) characteristics of clinical department, 2) management strategy. In conclusion, the case of the Kumamoto medical area was considered to pr ovide an important model of collaboration and co-operation between medical facilities toward the new medical fee system.

The objective of this paper is to consider the issues which farms should solve in order to reduce food risk, and to give a perspective of the farm of the next generation from a mid/long-term aspect. The food risk can be classified into the food pollution risk and the food shortage risk, and the integrated analysis and consideration are given. The result shows that the international GAP is required to manage food pollution risk, and the information management as a new farming operation is needed to achieve it. From this aspect, characteristics of both family farms and agricultural enterprises are clarified. The latter have advantages in the field. On the other hand, to discuss food shortage risk, the long term aspect of both demand and supply of energy and nutrients for the entire country is essential. The fundamental concept needed for this is proposed. Furthermore, it is statistically clarified that an agricultural enterprise increases the role of the major supplier. It is also clarified that the ordinary profit rate of agricultural enterprises in rice farming is higher than that of small and medium-sized enterprises in non-agricultural industries on average. A portion of the profit comes from agricultural policy, however.

論文

木質バイオマスは,石化資源にかわる再生可能な資源の一つであり,エネルギー問題や環境問題など様々な側面から注目されている。木質バイオマス利用を考える際に,林地残材の活用が重要である。しかし,素材価格の低迷,高額な素材生産費,容易でない林地残材の集荷などの問題から,林地残材は有効利用されていない。今後は,資源の供給や活用方法だけでなく,素材価格と素材生産費の関係に注目し議論する必要がある。列状間伐は低コストかつ集約的な間伐である。また,林地残材が作業道付近に散在するので,列状間伐による木質バイオマスは,V1 (素材市場や製材工場への生産量),V2 (作業道付近の利用可能な木質バイオマス量),V3 (搬出不可能な木質バイオマス量)に分けられると考えた。そこで,東京農業大学大桁山分収林で行われた列状間伐および間伐材の流通を事例に,素材価格と素材生産費から木質バイオマス利用の可能性を考察した。分析の結果,東京農業大学大桁山分収林における対象林分(3.98ha)からの間伐材は,V1が213.138m^3で,V3をほぼ0であると仮定するとV2が189m^3となった。素材生産費の内訳は,素材の伐採・搬出・運材費が1,535,494円,作業道開設費は1,791,000円であった。しかし,作業道開設と間伐に対する補助金を活用したので,素材生産費の負担は1,607,594円(7,543円/m^3)となった。V1は収益がマイナスの材と,収益が4,560円/m^3 (久保山(2009)による他のエネルギーとの競争が可能な価格)以下の材と,収益が4,560～13,300円/m^3の材,三つに分類できた。V2材とV1材の一部を木質バイオマスとして利用すると仮定すると,1m^3あたりの素材生産費が下がり,マイナス材が減少すると推定した。本事例における木質バイオマス利用として,木質バイオマス資源への全利用という経営戦略が可能性の一つとして考えられる。, Wood biomass is a renewable resource, which substitute of the petrifaction resource, and now it is receiving attention because of multiple functions, not only an energy resource but also other functions such as environment conservation. But at the practical phase, the wood biomass is difficult to use because yarding of slash is not easy, the cost and income makes reflection each other, and those resources were disposed the forest. So for the sufficient use of wood biomass, we should consider the supply and use method with strategy that considers cost and income. Line thinning is a consolidated thinning method and its cost is low, while slash lies scattered in the vicinity of the yarding road. Thus, it was considered that wood biomass from line thinning could be classified into V1 (the estimated volume shipped to the market), V2 (the estimated wood biomass left on the skidding road), V3 (volume of log remaining in the stand). So the study focuses on the possibility of wood biomass usage in terms of cost and income in the case of line thinning in the shared forest of Tokyo University of Agriculture. The results showed that the estimated total volume of thinned was 402m^3, i.e. V1 was 213m^3, i.e. V2 was 189 m^3 and i.e. V3 was not considered. Total logging cost excluding cost of yarding road construction was calculated to be 1,535,494yen, and the cost of logging road was 1,791,000yen. The final total cost of line thinning was 1,607,594yen (7,543yen/ m^3)which was deleted because of subsidy for the thinning and establishment of yarding road. According to the income by log cluster, V1 was divided into three groups ; the first income was minus, the second income was under 4,560yen (border value of the competition price by other energy that KUBOYAMA (2009) reported), and the third income was between 4,560∼13,300yen. From the site of forest management, we considered the following strategies : The first is that only V1 is used. But if it is, the cost turned out to be more whereas total income decreased. The second is that, for part of V1 and all of V2 for the wood biomass, the thinning cost turned down and the wood group whose income is minus was decreased greatly and other group's income was increased. The third is that all thinned wood is for wood biomass use. If V2 log could be use as wood biomass, total harvesting cost would decrease and minus log would also decrease. In this case study, it was recommended to apply for wood biomass use, a portion of the logs or total logs due to a few high benefit if there are demands on wood biomass. So if we consider the possibility of biomass use by line thinning in this case, it is effective to choose the strategy that wood from line thinning is for total use of wood biomass.