| Project/Area Number |
18K12851
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| Research Category |
Grant-in-Aid for Early-Career Scientists
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| Allocation Type | Multi-year Fund |
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| Review Section |
Basic Section 07080:Business administration-related
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| Research Institution | Tokyo Keizai University |
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Principal Investigator |
KOYAMA Kenta 東京経済大学, コミュニケーション学部, 准教授 (50645025)
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| Project Period (FY) |
2018-04-01 – 2023-03-31
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| Project Status |
Completed (Fiscal Year 2022)
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| Budget Amount *help |
¥4,160,000 (Direct Cost: ¥3,200,000、Indirect Cost: ¥960,000)
Fiscal Year 2021: ¥1,300,000 (Direct Cost: ¥1,000,000、Indirect Cost: ¥300,000)
Fiscal Year 2020: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2019: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2018: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
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| Keywords | 異文化マネジメント / ダイバーシティマネジメント / 高度外国人材 / 組織社会化 / インクルージョン / リーダーシップ |
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| Outline of Final Research Achievements |
This research focused on intercultural friction between Japanese supervisors and foreign employees in Japanese companies. By shedding light on previously overlooked aspects in the research on cross culture, leadership, and organizational socialization, this study aimed to develop new theories and concepts through qualitative and quantitative research. As a result, a mutual learning process between Japanese supervisors and foreign employees was theorized from the perspective of organizational socialization for the foreign employees. Additionally, a new research direction of cross-boundary learning theory was proposed, which illuminated the learning process of Japanese supervisors with their foreign subordinates. Furthermore, it was found that inclusive leadership by Japanese supervisors was effective in job crafting for both foreign and Japanese subordinates.
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| Academic Significance and Societal Importance of the Research Achievements |
本研究の学術的意義は、これまで十分に検討されてこなかった「異文化摩擦からの学習」「異文化社員から学習するリーダーシップ」という視点に着目し、異文化社員との相互学習プロセスを理論モデルとして提示でき、さらにインクルーシブ・リーダーシップの有効性を検証できたことにある。
また、本研究の社会的意義は、日本企業の社員構成がグローバル化している現在、組織内異文化摩擦は避けられない現象であり、異文化摩擦を学習に転換できる組織が勝ち残っていくと考えられるなか、実践的に応用可能な研究成果を生み出せたことにある。
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