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THE LEADER’S IDENTITY DEVELOPMENT AS AN AGENT OF LEADING CHANGE: THE CASE OF A MANAGER IN A JAPANESE CORPORATION

Kohei Nishikawa

ISEOR International Research Center in partnership with Magellan, iaelyon School of Management, University of Jean Moulin, the Management Consulting Division of the Academy of Management (USA), ISODC (The International Society for Organizational Development and Change) Le CNAM, EADA Business School (Spain) and Benedictine University (USA). (Université Jean Moulin Lyon 3, (Jean Moulin Lyon 3 University)) 2023.6 ISEOR International Research Center in partnership with Magellan, iaelyon School of Management, University of Jean Moulin, the Management Consulting Division of the Academy of Management (USA), ISODC (The International Society for Organizational Development and Change) Le CNAM, EADA Business School (Spain) and Benedictine University (USA).

Event date： 2023.6

Country：France

Management Philosophy in the Practical Knowledge, tools, and Practices to use them: Comparative Study between SEAM in France and JUSE in Japan

Kohei Nishikawa

SEAM Conference 2023 (Online) 2023.5 International Conference on the Socio-Economic Approach to Management

Event date： 2023.5

Country：United States

Management that Transforms the Self-reliant Business into a Sustainable Business for the Local Society

Kohei Nishikawa

International Conference on Management Cases 12th 2022 (Online) International Conference on Management Cases Birla Institute of Management Technology (BIMTECH)

Event date： 2022.12

Country：India

ABSTRACT
The case study aims to find a hypothetical answer to why we want to manage business from an ontological perspective.
It may not fit for managerial discussions but must be crucial because its arguments are the foundation of business and
society. Moreover, it is linked with management transformation, which covers the range of profit-making to sustainable
business.
Research Questions: The case study seeks a hypothetical answer to the questions about the sustainable balance
between business and society. The questions fall into small questions, such as why we want to manage the business and
how we change the business into a good for society. The conclusion, as the answers, merely emerges from one case analysis
of a small local confectionery in Japan. However, an ethnographic approach to the case tells us a meaningful answer for
sustainable business in a connected society differently.
Phenomenon: As a successor of the small family business in the local town, the CEO felt severe pressure that drives the
CEO to mull over various goals and keep the company sustainable in the regional society. It is not a simple decision to
profit in the competitive national confectionery market. Instead, it seems to be the decision to become a reliable company
in a well-knitted society.
The Case: The case researches a broad question to explain how sustainable business works by who, for what, and
whom. It includes leadership development, relational perspective between community members, and sustainability
between the company and the community. In other words, it is an overarching framework to give the company a sense
of sustainability.
Theoretical Anchoring: In a broad sense, business and society theory is fit the case study because it has allowed us to
see experimental adaptation to solve business problems from a broader social perspective. It is a familiar theory to explain
how business organisations turn social issues into the leverage of business opportunities. However, its application in
business and management is expected to be limited.
Context: The case deals with a small local confectionery company in Japan. Also, it is a family business which grandfather
started in iron steel works. Then the present CEO’s father expanded their businesses but dumped his grandfather’s
business before his eyes. Besides, the present CEO dumped his father’s business. Now, the company concentrates on the
confectionery business and tries to transform its family business culture into a good business for society.
Findings: Through ethnographic research, the case tells us how a young business person had grown into a CEO over
three decades. During the growth processes, we find two core values in the CEO’s behaviour. One is autonomy, and the other is a relational being. Through the discussions, we finally find a hypothetical assumption that reconciles the two
into a meaningful way of work and life. Besides, it gives us an implication for the developmental process of sustainable
business and transformational change in the leader.
Contributions: The case analyses a family business in the confectionery market in Japan. It may well focus on family
business and management. However, it dares to deal with the story from the ontological question of management and
business because it expects to add new insights for leadership and construct a new relationship between business and
society. The hypothesis from the case study is expected to contribute to new implications for further leader development
research and ethics and morality.
Keywords: Business and Society, Sustainable Business, Ontology, Leader Development, Family Business, Succession
Management

The Agency of Leadership: The Case of a Manager in Japanese Corporation

Ken (Kohei) Nishikawa

29th International Vincentian Business Ethics Conference (Online: St. John’s University) 2022.10 International Vincentian Business Ethics Conference

Event date： 2022.10

Country：United States

Leadership mindset that encourages their members to nurture themselves to inquire meaningful life through work.

Kohei Nishiikawa

ISEOR International Research Center in partnership with Magellan, iaelyon School of Management, University of Jean Moulin, the Management Consulting Division of the Academy of Management (USA), ISODC (The International Society for Organizational Development and Change) Le CNAM, EADA Business School (Spain) and Benedictine University (USA). (Université Jean Moulin Lyon 3 (Jean Moulin Lyon 3 University)) 2022.6 ISEOR, Magellan, iaelyon School of Management, University of Jean Moulin, the Management Consulting Division of the Academy of Management (USA), ISODC Le CNAM, EADA Business School (Spain) and Benedictine University (USA).

Event date： 2022.6

Country：France

ABSTRACT
As a result of the advancement of digital technologies, deeply associated business and society seem to ask us ontological conundrums. So, to reflect on the fundamental questions, this research focuses on the ontological relationship between leaders, business, and society through a comprehensive case study. The research theme seems grandiose to induce a robust conclusion; however, the researcher focuses the case analysis on leader development from a philosophical perspective. As a result of the research, the researcher finds hypothetical conclusions that self-leadership increases the awareness of relational being, the meaning of interdependence, and consciousness despite choosing heroic leaders.

Title Case: The Foundation That Leadership Nurtures People Makes The Ideals Possible.

Kohei Nishikawa

11th ICMC 2021, International Conference on Management Cases at BIMTECH (Birla Institute of Manegement Technology(BIMTECH), Greater Noida, INDIA) International Conference on Management Cases at BIMTECH BIRLA Institute

Event date： 2021.12

CEOs in the construction businesses hoped to manage well financial restrictions, well-trained laborers, and the clients' advanced technologies to build unique architectures in public. With pity, compromised operations intervene in changing situations, and they were losing hope. In reality, conscious leaders across the globe are beginning to set their operations as authentic. Sanwa Construction Corporation declared that they create value for humans rather than simply constructing architecture. It is not just a statement hanging in the CEO's room but a practical foundation of every decision. Even if this is a small example in Japan, it might tell us how an alternative leadership looks. A few reviews in the leadership show coherence to the thoughts and practices existing globally, discussions between global leaders and CEO in the corporation will add new insights to the leadership research.

Tasks that Corporate Financial management is embracing; the relational perspectives to understand sustainability between individuals and corporations

Kohei Nishikawa

The Academy of Japan Financial Management (Zoom) Hiroki Hamada Kushiro Public University

Event date： 2021.11

A relational perspective on understanding individual and corporate sustainability

Although the new corona has prevented me from traveling abroad, I have noticed that participants from Europe as well as the U.S. often consider environmental issues such as global warming and pollution, income disparity from excessive market competition, and structural poverty from a human rights perspective. In many cases, it is the corporations that are demonized. In many cases, they do not treat corporations as the bad guys and advocate extreme idealism, but they still seem to treat them in a negative sense, assuming that politics and government are linked by interests and induce excessive profits to corporations. At the same time, not only do they critically question the state of corporations, but they also often use the information and logic they have learned through research as the basis for virtual gatherings to present the social problems caused by corporate behavior and to express their warnings about them in declarations.

In essence, corporations are the driving force behind the development of society, but they also create social problems and have the potential to develop society through solutions. However, in many cases, when I see the bias toward negative opinions, I feel that there has been a significant change in the meaning of the relationship between corporations and society, and as a result, a significant negative interpretation has occurred. In other words, from a rather limited but realistic look at corporate behavior, it can be inferred that there is a basis for asking the question, "For what purpose do corporations exist?

From my experience of attending rallies in the U.S., especially after the outbreak of the new Corona virus last year, I feel that there is a lot of backlash from the perspective of social responsibility and ethics against corporate executives who arbitrarily use the logic of the market to "line their pockets" in the wake of the presidential election. For example, according to Bakan (2004, 2020), a corporation is a legal entity with a structure that exercises coercive power over its members based on legal grounds (a Legal Institution). The core of the problem lies in the fact that the rights of the individual are recognized and can be exercised to the maximum extent. In other words, corporations are essentially "psychopathic" in the sense that they are allowed to maximize their private profits even if they act in a way that is harmful to others, within the scope of their legal individual rights. Although this may sound quite radical, similar opinions have been found in the form of accusations from within the corporate world for several years, and the fact that the theme of the Academy of Management conference critical of excessive market logic and the logic of capital has been going on for a long time indicates that this is not just an impression, but that there is a significant social problem. The fact that the theme of the Academy of Management conference, critical of the logic of too much market and capital, has been going on for a long time shows that there is a much bigger social problem than just an impression.

As if in response to this socio-economic situation and the attitude of the critical assembly of researchers, novel and diverse enterprises have already emerged and obtained stable socio-economic performance and reputation. For example, not only are companies classified as Conscious, Humanistic, such as Conscious Capitalism (Mackey & Sisodia, 2014), Sisodia & Gelb (2019), and Laszlo (2014), presented in the literature, but these (2019), and Laszlo (2014), as well as the managers of these companies and supportive researchers and consultants, are organizing social organizations to express their social will to solve socioeconomic problems through business. However, as the literature that deals with these cases points out, it seems to contain an essential point that is completely different from the conventional economic and social logic. In other words, in contrast to the logic of using the environment and others as tools (agents) in order to establish an independent individual (Self), the logic is that the individual has meaning only through relationships with others, and that excessive and arbitrary use of the environment and others will cause the individual to lose meaning. In addition, while the traditional concept of innovation as the source of corporate development and growth is the same as the traditional concept, it tackles natural, social, economic, and environmental problems as business issues that are already self-evident but are rarely addressed. In other words, as typified by the phrase "Force for Good," it is through innovation that solves problems in the external environment, rather than innovation for consumers and customers, that businesses can survive and the citizens and civil society that underlie their customers can prosper sustainably. The ontological meaning of the corporation seems to be different in that the society sustains and prospers. In other words, it is not about tinkering with internal organizational problems in an "organizational development" way, but about realizing a higher

In other words, it is an innovation that assumes a positive organizational transformation in which the organization develops and grows in a self-organized manner from free and open-minded efforts toward the realization of a higher "Purpose. Based on the above perspective, this paper aims to clarify the meaning of the underlying relationship based on some literature, while referring to these specific corporate cases.

Bakan, J. (2012). The corporation: The pathological pursuit of profit and power. Hachette UK.

Bakan, J. (2020). The New Corporation: How "good" Corporations are Bad for Democracy.

Mackey, J., & Sisodia, R. (2014). Conscious capitalism, with a new preface by the authors: Liberating the heroic spirit of business.

Sisodia, R., & Gelb, M. J. (2019). The healing organization: Awakening the conscience of business to help save the world.

Laszlo, C., Barros, P. I., Brown, J. S., Ehrenfeld, J. R., Gorham, M., Robson, L., Saillant, R., et al. (2014). Flourishing Enterprise: The New Spirit of Business. Stanford, CA : Stanford University Press,

Session 28: Case Studies in Ethics II When do we come to be philosophers through work? a woman as a lead change agent in a Japanese manufacturing company

Kohei Nishikawa

28th Annual International Vincentian Business Ethics Conference 2021 (DePaul University (Chicago)) International Vincentian Business Ethics Conference & Hosted by DePaul University (Chicago)

Event date： 2021.10 - 2120.10

One of the arguments is women in the workplace, even though it has been talking for long years since standing up for voting rights. Mainly, it is said that women in Japanese business society are a paragon of Japanese cultural heritage. Some of the skewed data in the global statistics are the following; the global gender gap ranking in the Global World Economic Forum report in 2021, the gender wage gap in Japan in the OECD area in a report of the OECD, and historical data in the labor force in the Japanese government statistics. Critical notices from the statistics are a huge gender gap between the global situation and the Japanese one. On top of that, pandemic raises difficulties from work from home policy in business and healthcare sectors as caregivers for their family members. Beyond other facts remains the reality.

Organization Development that the system of philosophy and practices manages the change process Invited

Kohei Nishikawa

Annual Conference of The Japan Acdemy of Nursing Evaluation (Online) The Japan Acdemy of Nursing Evaluation

Event date： 2021.8

Organization Development (OD), as its name implies, is about organizational change, so it has attracted people who are fascinated by exploring this theme. At the same time, OD has been said to be "difficult to communicate and understand" because it often focuses on concrete practical experiences.
However, like psychology and economics, OD has the same logical structure as general social sciences in that it analyzes and studies the improvement of organizations through OD practices as a causal relationship among variables. Therefore, research on the subject (people, groups, organizations, and communities) and research on the phenomenon of change in the subject (psychological restoration, regeneration of groups, organizations, and societies, etc.) are studied in relation to their outcomes, and we learn from their accumulation.
OD, however, is different from the others in that it includes the change activities by practitioners in its causal relationships. In other words, the practitioner is not an objective observer, but rather is conceived as a party to the change. The practitioner is not a person who observes and diagnoses, but rather a person who facilitates the learning of people in the target group or organization to observe and diagnose the situation, and then conceive and sustainably implement ways to deal with the situation. I think the image of the practitioner as someone who uses him/herself as a tool to encourage the subject to change themselves, and then eventually grow up and leave, is indicative of the characteristics of OD.
Naturally, from the perspective of objectively observing the behavior of the subject and elucidating cause and effect, there are questions, but OD, which assumes that people are the most effective agents of change, has maintained this stance from its earliest days. And we have been seeking the basis for this assumption in thought and philosophy since the Greek era. In other words, when people and organizations change, they often face harsh realities that are accompanied by psychological pain and anxiety, and unless they are mature practitioners as human beings, they cannot be tools to promote change, but rather may worsen it.
Since the 1990s, a new behavioral psychology, represented by behavioral economics, has been expanding new possibilities in the disciplines of society, economy, business, law, and ethics, based on the premise of human irrationality. There, social psychology has begun to conduct social empirical experiments with new technologies, using the experiments that have been conducted since the 1960s, and has already pointed out the psychological weaknesses as well as the strengths of people, as behavioral economics has shown.
Therefore, the purpose of this presentation is to present the characteristics of OD logically, practically, and in a developed manner by reconstructing the logical system of OD that places philosophy of thought at its center, first on the basis of behavioral psychology, and then by incorporating new theories of organizational change.

Translated with www.DeepL.com/Translator (free version)

Thinking Steadily and Growing Fast; How Young Social Entrepreneurs Learn To Mature

Kohei Nishikawa

10th ICMC 2020 International Conference on Management Cases (Online Conference Hosted by BIMTECH Campus, Greater Noida, Uttar Pradesh, India) International Conference on Management Cases

Event date： 2020.12

Abstract:
From human growth, the young are supposed to be unfavorable for social innovation because of lacking enough experience and wisdom to negotiate with stakeholders. However, there is the fact that many social entrepreneurs have already engaged in reducing social problems along with Youth Venture Program in ASHOKA Japan. Questions might emerge from that how they can grow mature so fast.
To research those questions, the author set up a series of research for two organizations. One is Hiroaki Yabe, the director of NPO Sokoage; the other is Syushi Matsue, the director of PaKT LLC. Based on the case study, this paper investigates how they grow in their early life, which affects the direction of their course of life. It turns out that it is not the maturity as the result of aging and cumulative experiences and knowledge, but that it is the resilience from an identity crisis in adolescence.

Nurturing Social Entrepreneurs from Reflective Practitioners' view

Kohei Nishikawa

27th Annual International Vincentian Business Ethics Conference (Virtual conference Hosted by Niagara University) International Vincentian Business Ethics Conference

Event date： 2020.10

Abstract:
What if social entrepreneurial actions identified with service to society in a sacred manner, its origin could have loomed in the mist. However, it is the fact that social entrepreneurs thrive in a well-developed and democratic society. This paper describes the tiny two pieces of those activities in Japan. They are young and independent of the vested interest, but they are citizens who feel responsible for morality. Throughout socializing processes, it is said that the young learn to manage their social roles. Indeed, the socializing process turns into opportunities to speak up and stand for reducing social problems. However, if they were craving for high morality despite naïve affection, what will happen? Based on two case analyses, the paper concludes that despairing difficulties for adults to transform a scribed mindset exists and that young social entrepreneurs, who are scribed by a deeply reflected mindset, can be counter partners to work with for reducing social problems.

Keywords: Social Entrepreneur, Human Development, Case Study, Morality, Personal Change,

The Management by Human Excellence that Makes the Impossible Possible

Kohei Nishikawa

8th World Summit on Management Sciences 2020 (Online) SciTech Central Conferences

Event date： 2020.9

Since the end of WW II in Japan, a few large companies have governed over a large number of small and medium-sized corporations (SMEs). It was a product of the industrial policy institutionalized by the government, which dovetailed with the financial systems consistently. It still seems effective; however, the challenges in mavericks have been successful in holding their niches in the traditional systems. Sanwa General Contractor is one of them in the SMEs. As its name shows, the corporation has been running a group of constructing businesses in Japan for over seven decades.
Moreover, throughout a painful corporate restructuring, it transformed its business model and is getting to evolve year after year. It reminds us of entrepreneurial management in terms of technologies and marketing they have developed. It might be true, but this is not the case. The corporation completely pours its energy into human development before making their business successful. It seems strange as if the corporation were to get back to Japanese management, which has already obsoleted as faults.
The corporation determined to get out of the rut to track at first. It was unusual for most SMEs in the sectors controlled by the government and the construction sectors following the strict pecking order. Regarding the general business situation in Japan, it can be safe to say that the entire society has been struggling with an aging society. Naturally, the aging society should be saddled with an agonizing burden, such as increasing healthcare costs, decreasing birth ratio, and high government debt ratio.
Nevertheless, its challenges come to fruition in thriving collaborations with customers, employees, and all stakeholders. This presentation is to give a tentative lens to understand the organizational transformation in the stagnated economy and shackled with the industrial traditions. The method we use is the case study based on a series of interviews in the corporation and the consultant involved.

Seeing the Change in The Organization through A Latent Lens (114)

Kohei Nishikawa

ISEOR / AOM (Academy Of Management) Divisions:Organizational Development & Change (Zoom) IESOR, Academy of Management, Organization Network, International Organization Development Change, iarLyon

Event date： 2020.6

This paper focuses on the change process of three family-own companies to understand how they transform in the process. Those are quite small, the size of which ranges from five to thirty employees to survive in the niche market. They recovered from on the brink of bankruptcy or out from a stagnated situation. Three CEOs tell us it was a struggle through which they tried to get back their meaningful work and spiritual lives. After finishing their transformation, without having remarkable financial performance, the case tells us the crucible change process itself is a joy of the internal reflection through their in-depth change from the heart and that is all about.

The Case Nishio Glass and Mirror: Looking in the Glass to Craft Meaningful Work

Kohei Nishikawa

International Conference on Management Cases (The University of Birla Institute of Management Technpology) Birla Institute of Management Technology

Event date： 2019.12

Social welfare businesses: Bitter sweet pills

Kohei Nishikawa

International Conference on Management Cases (The University of Birla Institute of Management Technpology) Birla Institute of Management Technology

Event date： 2018.11

The Reflection to Scale Up to Be Better off

International Conference on Management Cases (The University of Birla Institute of Management Technpology) Birla Institute of Management Technology

Event date： 2017.11 - 2017.12

Nakatsuka Metal & Foil Co. Ltd,.: An Awakening Small Family-Owned Japanese Company in the Traditional Marke

Kohei Nishikawa

International Conference on Management Cases

Event date： 2016.12

Creating Meaningful Organizations: Role of Values, Spirituality, Mindfulness and Leadership

Academy of Management

Event date： 2016.8

Expanding the Conversation: Values-in-Use in 21st Century Organizational Change

Academy of Management

Event date： 2016.8

Crafting Meaningful International Teaching Collaborations

Academy of Management

Event date： 2016.8

Case on 'One Green': An Endeavour to Open Mindset in the Company and Society in Japan

Kohei Nishikawa

International Conference on Management Cases

Event date： 2015.12

Case Study: JR Kyusyu

ken Nishikawa

International Conference on Management Cases

Event date： 2013.12

Advances of the OD: Organizational Level: How does OD intervene in Society?:

ken Nishikawa

International OD Association

Event date： 2013.9

Case Analysis of a Large Japanese Organizational Change in Transportation Sector from Longitudinal Intervention Processes

ken Nishikawa:Yoshihiro Kawamoto

Asia OD Network

Event date： 2012.10

Cultural Competency and Consulting Practice in Cultures Outside Our Own

Kate Cowie, Susan Domotor, Katherine Farquhar, Ken Nisikawa, Andrew Simpson

OD Network

Event date： 2011.10 - 2011.11

Cultural Competency and Consulting Practice in Other Cultures

NISHIKAWA Kohei

OD Network

Event date： 2011.10

<NISHIKAWA Kohei>

Presentations -