教員・研究者詳細 - 西川　耕平

講演・口頭発表等 - 西川　耕平

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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年6月 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).

開催年月日： 2023年6月

国名：フランス共和国

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年5月 International Conference on the Socio-Economic Approach to Management

開催年月日： 2023年5月

国名：アメリカ合衆国

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)

開催年月日： 2022年12月

国名：インド

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年10月 International Vincentian Business Ethics Conference

開催年月日： 2022年10月

国名：アメリカ合衆国

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

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)) 2022年6月 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).

開催年月日： 2022年6月

国名：フランス共和国

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

開催年月日： 2021年12月

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.

ＳＤＧｓ時代における企業財務管理の諸課題; 個人と企業のサスティナビリティを理解する関係性という視点

西川耕平

日本財務管理学会第53回秋季全国大会開催 (Zoom ) 釧路公立大学濱田弘樹

開催年月日： 2021年11月

「個人と企業のサステイナビリティーを理解する関係性という視点」

新型コロナのため海外渡航がままならない状況だが、頻繁に開かれるバーチャルの研究者集会に参加して感じるのは、アメリカに限らずヨーロッパの参加者達が、地球温暖化や汚染などの環境問題や、行き過ぎた市場競争から所得格差を扱うだけではなく、人権的な視点から構造的な貧困問題などを考える場合が多い事である。多くの場合、企業を悪者扱いして極端な理想論を主張するわけではないが、それでも政治や行政が利権で結び付いて企業に過大な利益を誘導していると想定して、否定的な意味で扱う事が多いように思う。同時に、批評家的に企業のあり方を問うだけではなく、リサーチを通じて知り得た情報や論理を根拠にして、バーチャルな集会を通じて、企業行動のもたらす社会的な問題の提示と、それに対する警告的な意思表示を宣言文などにする事も多いように感じる。

本質的に企業は社会を発展させる原動力だが、社会問題を生む存在でもあり、しかし解決を通じて社会を発展させる可能性も持つ存在のはずである。しかし多くの場合、否定的な意見に偏る状況を見る限り、企業と社会の関係性に、大きな意味の変化が生じており、その結果、大きな否定的な解釈が起きている様に感じる。つまり、かなり限定的ではあるが、しかし現実的な企業行動を見る限り、一体何のために企業は存在するのかという問いが生まれる素地がそこにあると推測される。

特に昨年の新型コロナの発生以降、アメリカの集会に参加してきた体験からすると、大統領選挙に重ねて市場の論理を恣意的に利用して「私腹を肥やす」企業の経営者達に対して社会的責任や倫理からの反発が多いように感じる。例えば、Bakan（2004, 2020）によれば、企業(Corporation)は、法的根拠に基づき構成員に対する強制力を行使する構造を持つ法的存在であり(a Legal Institution)、特に法的に人と見なす、いわゆる法人格を持ち、犠牲的な存在でありながら、個人の権利が認められ、それを最大行使できる存在という点に問題の核心があると主張する。つまり、他者に有害な行動をしても、最大の私的利益を獲得する事が、法的な個人の権利の範囲内で認められているという点から、本来的に企業は「反社会的人格障害：Psychopath」な存在であるという主張をする。かなり過激な意見に感じるが、類似の意見は、数年前から企業内部の告発的な意見として散見されるし、行き過ぎた市場論理や資本の論理に対する批判的なAcademy of Managementの大会テーマが、長らく続いている点からも、単なる印象ではなく、かなり大きな社会的な問題があると示している。

こうした社会経済状況と批判的な研究者集会の態度に呼応するかのように、すでに斬新で多様な企業が出現して、安定した社会経済的な実績や評価を手にしている。例えば、Conscious Capitalism (Mackey & Sisodia、2014)やSisodia & Gelb (2019)や Laszlo (2014)達のように、Conscious, Humanisticと分類される企業が文献上で紹介されるだけでなく、これら企業の経営者達や支持的な研究者やコンサルタント達が、社会的団体を組織化して、社会経済問題に対してビジネスを通じて解決してゆこうという社会的な意思表示をしている。具体的な企業事情を見ると、かなり特殊な状況に置ける、希少な企業事例と思われるが、これらを取り扱う文献が指摘するように、従来の経済社会の論理とは全く違う、しかし本質的な指摘を含んでいるように思われる。つまり独立した個人(Self)を確立するために、環境・他者を用具(agent)として利用する論理に対して、個人は他者との関係性を通じて初めて意味を持ち、行き過ぎた恣意的な環境や他者の利用は、個人の意味を失わせるという論理である。またイノベーションを企業の発達・成長の源泉とする点では伝統的な発想と同じであるが、すでに自明視されているにもかかわらず、ほとんど手をつけられていない自然・社会・経済・環境問題をビジネス課題として取り組む点である。つまり、”Force for Good”という言葉に代表されるように、消費者・顧客に対するイノベーションよりも、こうした外部環境の問題を解決するイノベーションを通じて、ビジネスが存続し、また顧客の根底にある市民や市民社会が持続的に繁栄する点で、存在論的な企業の意味が違うように思われる。言い換えれば、組織内部の問題を「組織開発」的に工夫を凝らしていじくり回すのではなく、より高い

「志：Purpose」の実現に向けて、自由闊達な取り組みから、自己組織的に組織が発達成長するポジティブな組織変革を想定したイノベーションである。以上の視点に立ち本報告は、こうした具体的な企業事例を下にしながら、その根底にある関係性の意味を、いくらかの文献に基づき明らかにすることを目的とする。

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. Vintage.

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

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 2021Theme: Economic Justice and the Common Good (DePaul University (Chicago)) International Vincentian Business Ethics Conference & DePaul University (Chicago)

開催年月日： 2021年10月 - 2120年10月

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.

変わることの思想と実践体系としての組織開発 (Organization Development) 招待あり

西川耕平

日本看護評価学会学術集会 (Online) 日本看護評価学会学術集会

開催年月日： 2021年8月

組織開発(Organization Development:以下はODと表記)は、その名の通り、組織が変わる事がテーマなので、それを探求する事に魅力を感じる人々を、引きつけてきました。同時にODを学ぶ際、具体的な実践体験が中心になる事が多く、「伝えにくい・わかりにくい」と言われてきました。
しかし心理学や経済学のように、ODの実践によって組織が良くなる事を、変数間の因果関係として分析・研究する点で、一般的な社会科学領域と同じ論理構成を持ちます。ですから対象（人・集団・組織・コミュニティー）に関する研究と、対象が変化する現象に関する研究（心理的復元・集団・組織・社会の再生など）が、その成果との関係から研究され、その蓄積を学ぶことになります。
ところがODは、その因果関係に実践者による変革活動を含む点で、他とは異なる特徴があります。つまり実践者が客観的な観察者ではなく、むしろ変化の当事者と構想する点です。そこでは観察・診断する人ではなく、対象となる集団や組織にいる人達が状況を観察・診断して、その対処方法を構想・持続的に実行する、いわば自立変革能力を獲得する学習を促す人という特徴です。実践者は、自分を道具にして対象自らが変わることを促して、やがて成長して離れてゆくというイメージがODの特徴を示していると思います。
当然、被験者の行動を客観的に観察して因果解明するという視点からは疑問が出ますが、人こそが、人が変わる最も効果的な存在と前提するODは、初期からこの姿勢を貫いてきました。そして前提に対する根拠をギリシャ時代以来の思想・哲学に求めてきました。つまり人や組織が変わる局面は、心理的な痛みや不安を伴う、厳しい現実に直面することが多く、人として成熟した実践者でなければ、変化を促す道具になりきれず、むしろ悪化させかねないという判断から、ODの論理構成の中心に思想哲学を置き、同時に誤解も受けてきました。
９０年代以降、行動経済学に代表されるように、新たに行動心理学が、人間の非合理性を前提にして、社会・経済・ビジネス・法・倫理という学問領域に新しい可能性を広げてきました。そこでは社会心理学が６０年代以来重ねてきた実験を、新しい技術で社会実証実験を始め、すでに行動経済学が示すように、人の持つ心理的弱さと同時に、強さを指摘しています。
そこで今回の発表は、まず行動心理学を根拠として、さらに新しい組織の変革理論を織り込みながら、思想哲学を中心に置くODの論理体系を再構成して、ODの特徴を論理・実践的に、そして発展的に提示することを目的とします。

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

開催年月日： 2020年12月

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

開催年月日： 2020年10月

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

開催年月日： 2020年9月

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

開催年月日： 2020年6月

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

開催年月日： 2019年12月

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

開催年月日： 2018年11月

The Reflection to Scale Up to Be Better off

国際マネジメント事例学会 (The University of Birla Institute of Management Technpology) Birla Institute of Management Technology

開催年月日： 2017年11月 - 2017年12月

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

西川耕平

国際マネジメント事例学会 (The University of Birla Institute of Management Technology ) Birla Institute of Management Technology

開催年月日： 2016年12月

中塚金属における組織開発コンサルタントの組織変革過程を、両者のインタビューを通じて作成した事例の分析

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

Academy of Management (Anaheim California USA) Academy of Management

開催年月日： 2016年8月

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

Academy of Management (Anaheim, California USA) Academy of Management

開催年月日： 2016年8月

組織開発コンサルタントが、Organization Development価値観を、どのようにクライアントに理解させて実践するかについて、日本の事例を紹介した。

Crafting Meaningful International Teaching Collaborations

Academy of Management (Anaheim, California USA ) Academy of Management

開催年月日： 2016年8月

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

西川耕平

国際マネジメント事例学会 (The University of Birla Institute of Technology) Birla Institute of Management Technology

開催年月日： 2015年12月

濱松誠氏を中心とした、「ワンパナソニック」という、自発的で社内公認でもある、パナソニック社内運動組織活動を、1年に及ぶ多様なインタビューに基づく事例分析。パナソニックの公開承認を取れなかったため、「One Green」という偽名で発表した。

Case Study: JR Kyusyu

ken Nishikawa

国際マネジメント事例学会 (Birla Institute of Management Technology) International Conference on Management Cases

開催年月日： 2013年12月

JR九州の組織変革の内、特急列車に乗務する客室乗務員の制度が、変革過程から生まれる過程を事例として紹介した。

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

ken Nishikawa

国際OD協会 (ペルー、リマ) International OD Association

開催年月日： 2013年9月

大会シンポジウムのパネリストとして、異文化におけるODの普及と発展要件を、組織学習という視点から日本の特徴を取り上げて、他のパネリスト達との議論のテーマを掲示した。

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

「ken Nishikawa」「Yoshihiro Kawamoto」

アジア　OD　ネットワーク (シンガポール) Asia OD Network

開催年月日： 2012年10月

民営化後のJR九州の組織変革事例を、変革実践におけるコンサルタントの役割から分析した研究。特にポジティブ、appreciative inquiryの視点から分析した研究。

Cultural Competency and Consulting Practice in Cultures Outside Our Own

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

OD Network (Boltimore　M.D.　U.S.A.) OD Network

開催年月日： 2011年10月 - 2011年11月

As global corporations and NGOs wrestle with demands for system-wide changes, governments worldwide respond to new mandates and political realities, and organizations in economic downturns, post-conflict or disaster-damaged settings refocus their missions and operations, OD practitioners play a vital role. In many situations, successful OD practitioners are called upon to design or assist with complex change projects in nations or regions new to them. Yet effectiveness and OD knowledge in one’s home culture are no guarantee of successful transfer to a new region or setting. Through actual stories and a day-long focus on key elements of cultural competency and cross-cultural consulting capabilities, this session heightens participants’ awareness of what it takes to work effectively with OD client systems in a national or regional culture new to them or different from their home setting.

異文化における組織開発の実践的な有効性

西川　耕平

OD　ネットワーク

開催年月日： 2011年10月

<西川 耕平>

講演・口頭発表等 - 西川 耕平

<西川　耕平>

講演・口頭発表等 - 西川　耕平