| Budget Amount *help |
¥3,200,000 (Direct Cost: ¥3,200,000)
Fiscal Year 2001: ¥700,000 (Direct Cost: ¥700,000)
Fiscal Year 2000: ¥2,500,000 (Direct Cost: ¥2,500,000)
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| Research Abstract |
(1) We estimated value added, non-computing equipment capital stock and computing equipment capital stock(CCS) of 27 industries with Input Output tables and fixed capital matrix. The Cobb-Douglas production functions with value added as dependent variable is estimated using cross-section data and panel data. The marginal elasticity of CCS is positive, and it turns out that the marginal productivity of CCS is about 10 times of that of non-computing equipment capital stock.
(2) We investigated the impact of information technology on industrial structure by input-output analysis, 83 industries were classified into five groups: IT industry, information communication service industry, information support industry, non-information production industry, and non-information service industry. The internal multiplier of IT industry in 1995 is 1.29, smaller than 1.57 of production industry. But its pace of increase is large and IT industry is considered to be the group which will play a substantial
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role for the recovery of Japanese economy. IT industry, information communication service industry and non-information service industry are becoming more and more closely tied in with each other.
(3) We carried out a questionnaire survey on firms listed in stock market and estimated value added, labor input and capital stock from the financial report of the respondents, Cobb-Douglas production function is used to find out relationships between their labor productivity, IT introduction, decision-making system, the skill of human resources and other organizational structure. It reveals that combinations of high level IT introduction and high level of human resources promote their productivity. This finding is same as precedent researches of Japan and the U.S., However, combinations of high level IT introduction and centralization of decision making promotes their productivity. This finding is contrary to that of precedent researches. It suggests that the productivity in Japan can be high when IT and human resources are connected with more centralized decision-making instead of decentralized one. Less
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