start-ver=1.4
cd-journal=joma
no-vol=49
cd-vols=
no-issue=1
article-no=
start-page=1
end-page=21
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2017
dt-pub=20170703
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=New leader builds a strategy to recover the performance
kn-title=新たな経営者が成す業績回復への布石
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=In this paper, focusing on the management crisis, we analyzed the judgments and actions taken by a new leader entrusted to reconstruction and the relationship with the organization members who responded to it, and examined
the behavioral style of the leader.
　As a result of case study, we were able to confirm the following points. 　Under the influence of the representative heuristic, the new leader decided in a top-down style the rationalization plan that overestimated the start dash to survive the company. For the members, this will give rise to a situation where it is not convincing. 
Subsequent actions of the leader are consistent with behavior of innovative leadership such as role modeling, schema transformation. It is linked to the characteristics of heuristics such as easy remembrance （recallability） and affinity. If such behavior is taken, there is a possibility of showing synchronicity. Also, leaders will take care to treat everyone equally through specific actions and express sincerity to rationalization measures substantially. In response to such attitudes, members feel strongly about interpersonal justice.
　It was suggested that the behavior and attitude of the leader mentioned above will make a stepping stone toward recovery of business performance.
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=Graduate School of Humanities and Social Sciences, Okayama University
kn-affil=岡山大学大学院社会文化科学研究科
en-keyword=Innovative leadership
kn-keyword=Innovative leadership
en-keyword=Heuristics
kn-keyword=Heuristics
en-keyword=Cognitive bias
kn-keyword=Cognitive bias
en-keyword=Synchronicity
kn-keyword=Synchronicity
en-keyword=Interpersonal justice
kn-keyword=Interpersonal justice
END

start-ver=1.4
cd-journal=joma
no-vol=48
cd-vols=
no-issue=3
article-no=
start-page=1
end-page=18
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2017
dt-pub=20170306
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=Strategic decision and its practice in turnaround
kn-title=ターンアラウンドにおける戦略的決定とその実践
en-subtitle=
kn-subtitle=
en-abstract=　In this paper, focusing on recovery process in turnaround, we conducted research for the purpose of analyzing and examining behaviors caused by leaders and members in the organization.
　Based on preceding studies, we assumed the following recovery process. Because decisions are biased, the learning as a practical act is promoted to overcome the bias, and the performance heads toward the rising phase.
It is a major feature that we have analyzed and examined under given conditions — the decision by heuristic processing and the cognitive bias generated by it. As a result of conducting a case study on the presented analytical tasks, we were able to confirm the following points.
　The first, it is thought that means to check aggravation was provided by an opportunity of special display rousing the attention of the person concerned and having instigated curiosity, and by severe business condition having laid exploratory behavior.
　The second, it is thought that the jellyfish exhibit strategy was judged by overconfidence — overestimated confidence having really experienced to breed the upside-down jellyfish than an established theory which the display of the jellyfish is difficult and unmanageable. Easy memory that was one of the availability heuristics generated a cognitive bias of the overestimate.
　The third, the attitude of the absolute value evaluation of visitors who saw for the first time was impressive and unforgettable, and it became an anchor and the starting point of the learning. I raised eagerness to learn by the satisfaction that oneself sometimes felt at the same time. It is thought that result by the learning captures the heart of visitors steadily and led to recovery. Heuristics has a constant influence on the learning.
　In this paper, it contributed to academic research to have made clear from the viewpoint of heuristics that the cognitive bias generated by decision in some cases acts effectively in the practice stage.
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=
en-keyword=Strategic decision
kn-keyword=Strategic decision
en-keyword=Heuristics
kn-keyword=Heuristics
en-keyword=Cognitive bias
kn-keyword=Cognitive bias
en-keyword=Higher-level learning
kn-keyword=Higher-level learning
en-keyword=Turnaround
kn-keyword=Turnaround
END

start-ver=1.4
cd-journal=joma
no-vol=47
cd-vols=
no-issue=2
article-no=
start-page=95
end-page=116
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2016
dt-pub=20160223
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=Entry Strategy by Online in Professional Service Business: From a Viewpoint of Justice Theory
kn-title=専門サービスのオンライン取引による参入戦略 −公正論の視角から−
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=岡山大学
END

start-ver=1.4
cd-journal=joma
no-vol=40
cd-vols=
no-issue=
article-no=
start-page=25
end-page=46
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2015
dt-pub=20151125
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=Process of Building Differentiation Strategy in Servive Business: From a Viewpoint of Justice Theory
kn-title=サービスの差異化の戦略形成プロセス ―公正論の視角から―
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=岡山大学大学院社会文化科学研究科
END

start-ver=1.4
cd-journal=joma
no-vol=46
cd-vols=
no-issue=2
article-no=
start-page=43
end-page=59
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2014
dt-pub=20141218
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=Information Disclosure and the Fair Acquisition Price of Start Ups
kn-title=新興企業の情報開示と価格の公正獲得
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=岡山大学
END

start-ver=1.4
cd-journal=joma
no-vol=45
cd-vols=
no-issue=4
article-no=
start-page=1
end-page=16
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2014
dt-pub=20140311
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=Clues on Building Trust at Start-ups: A Case of Market Business Model
kn-title=ベンチャー創業期の信頼構築の糸口　―市場型ビジネスのケース―
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=岡山大学
END

start-ver=1.4
cd-journal=joma
no-vol=45
cd-vols=
no-issue=3
article-no=
start-page=1
end-page=16
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2013
dt-pub=20131220
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=The Clue of Building Trust at Start-up Ventures
kn-title=ベンチャー創業初期の信頼構築の糸口
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=
en-copyright=
kn-copyright=

en-aut-name=KitaMasanobu
en-aut-sei=Kita
en-aut-mei=Masanobu
kn-aut-name=北真収
kn-aut-sei=北
kn-aut-mei=真収
aut-affil-num=1
ORCID=

affil-num=1
en-affil=
kn-affil=
END