Papers - NISHIKAWA Kohei
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The Leaderd's Identity Development as an agent of leading change: the case of a managerin a Japanese corporation. Reviewed International journal
Kohei Nishikawa
Conference Summary AOM-MCD / ISODC / Le CNAM / EADA Bennedictine University - June 2023 2023.6
Authorship：Lead author, Last author, Corresponding author
Leaders and leadership look like a cup of water. Its body is flexible to adjust to any container shape, but the visibility of the body depends on the temperature as if it were a coreless substance. This paper tries to understand leader development through the lens of a layperson in a corporation. If it is similar between a particularly conspicuous leader and layperson in everyday situations, research will be available, like research for water. Through the review work, this paper poses a framework, the adult development perspective, to analyze the case of a Japanese manager in a corporation. In discussing the findings, this paper concludes that leader development means fundamental engagement in human growth.
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Leadership mindset that encourages their members to inquire meaningful life through work Reviewed
Kohei Nishikawa
Conference Summary AOM-MCD / ISODC / Le CNAM / EADA Bennedictine University - June 2022 2022.6
Authorship：Lead author, Last author, Corresponding author
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Organization Development as the Philosophy and Practices for Changing
Kohei Nishikawa
Journal of the Japan Academy of Nursing Evaluation, Vol. 11, No. 1, 11 ( 1 ) 11 - 19 2022
Single Work
Publisher：Letterpress Co., Ltd
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 a person who uses him/herself as a tool to encourage the subject to change themselves, and then eventually grow up and move away shows 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 paper is to reconstruct the logical system of OD that places philosophy of thought at the center from the viewpoint of emotion control, and to present the characteristics of OD in a logical, practical, and developed way.
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Kohei Nishikawa
South Asian Journal of Business and Management Cases 10 ( 2 ) 1 - 9 2021.6
Single Work
Publisher：Sage Journals in Sage Publishing
Social entrepreneurs are supposed to be the specialty of seasoned adults in business. Proving the
adage wrong, Skoll and Ashoka foundations have already nurtured adolescent social entrepreneurs
successfully. Very few systematic studies endorse the view that the young can be inspired to become
social entrepreneurs. This case study, consisting of two biographical stories, constructs an understanding
to inspire further research in the phenomenon of adolescents turning into social entrepreneurs.
The findings suggest that if young persons engage in transforming themselves reflexively and simultaneously
act on their beliefs to resolve social problems, they will achieve success as social entrepreneurs.DOI： 10.1177/22779779211014653
Other Link： https://journals.sagepub.com/eprint/ZXRWAEKMAJPFWFUFMEIV/full
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Who is the Agent of Change? Reviewed
Ken Nishikawa
South Asian Journal of Business and Management Cases 9 ( 3 ) 413 - 421 2020.12
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Seeing the Change in the Organization through a Latent Lens Reviewed
Kohei Nishikawa
Conference Summary AOM-MCD / ISODC / Le CNAM / EADA Bennedictine University - June 2020 2020.6
Authorship：Lead author, Last author, Corresponding author
Other Link： http://iseor-formation.com/Sommarie2020.htm
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The Reality That We Take on: A Humanistic Change in IT Venture Company Reviewed
Kohei Nishikawa
South Asian Journal of Business and Management Cases 8 ( 1 ) 70 - 79 2019.4
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Who Constructs the Path We take? A Case Study of Nakatsuka Metal and Foil Company Reviewed
Kohei Nishikawa
South Asian Journal of Business and Management Cases 6 ( 1 ) 26 - 35 2017.5
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Who Leads Change Processes?: From the Case Study of Japan Railways Kyusyu Reviewed
Kohei Nishikawa
South Asian Journal of Business and Management Cases 3 ( 1 ) 53 - 64 2014
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An Approach to the Practice of OD
51 ( 4 ) 53 - 96 2011.3
Single Work
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An Approach to the Practice of OD
Kohei Nishikawa
Konan Business Review 51 ( 4 ) 53 - 96 2011
Single Work
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組織開発(OD)と人材育成： 個人の変革と組織の変革を結びつける枠組みの考察と展望
西川耕平
経営学論集80集： 社会と企業：いま企業に、何が問われているか 80 200 - 201 2010.9
Single Work
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Organization Development and Adult Learning: Seeking the way beyond workplace learning
50 ( 3 ) 65 - 103 2009.12
Single Work
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A Historic Assessment of OD Reviewed
16 137 - 149 2009.5
Single Work
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Organization Development and Adult Learning: Seeking the way beyond workplace learning
Kohei Nishikawa
Konan Business Review 50 ( 3 ) 2009
Single Work
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Positive Meanings in and around Organizations
49 ( 2 ) 59 - 108 2008.11
Single Work
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Positive Meanings in and around Organizations
Kohei Nishikawa
Konan Business Review 49 ( 2 ) 59 - 108 2008
Single Work