2023年度

Global MBA Program (GMBA)
講義概要（シラバス）

科目一覧［発行日：2023/5/1］最新版のシラバスは、法政大学 Web シラバス（https://syllabus.hosei.ac.jp/）で確認してください。
凡例

その他属性

〈他〉
：他学部公開科目〈グ〉：グローバル・オープン科目〈優〉：成績優秀者の他学部科目履修制度対象科目〈実〉：実務経験のある教員による授業科目〈Ｓ〉：サーティフィケートプログラム_SDGs〈ア〉：サーティフィケートプログラム_アーバンデザイン〈ダ〉：サーティフィケートプログラム_ダイバーシティ〈未〉：サーティフィケートプログラム_未来教室——————————————————————————————————————————————————————
Foundation Courses【W7001】Global Management ［山本 晋也］秋学期後半/Fall(2nd half). . . . . . . . . . . . . . . . . . .
Foundation Courses【W7002】Business Communication in Japanese Organization ［一守 靖］春学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foundation Courses【W7003】Management Strategy ［栗原 浩一］秋学期前半/Fall(1st half) . . . . . . . . . . . . . . . . .
Foundation Courses【W7004】Strategic Organizational Management ［伊東 久美子］春学期前半/Spring(1sthalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foundation Courses【W7005】Business Practice in Japan ［高田 朝子、米倉 誠一郎、Kenneth Pechter］秋
学期前半/Fall(1st half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7050】Accounting ［鳥飼 裕一］秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7051】Logical Thinking vs Intuition ［西出 香］秋学期前半/Fall(1st half). . . . . . . . . . . .
Specialized Courses【W7052】Financial Management ［関 雄太］秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . .
Specialized Courses【W7053】Global Economic Issues and Innovative Solutions ［谷口 和繁］春学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7054】Human Resource Management in Japan ［Nichols, David William］秋学期後
半/Fall(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7055】Managing Talent ［豊嶋 晴美、白石 清仁］秋学期前半/Fall(1st half) . . . . . . . . .
Specialized Courses【W7056】Opportunity and Entrepreneurship in Japan ［KENNETH G PECHTER］春
学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7057】Media and Entertainment ［KENNETH G PECHTER］春学期前半/Spring(1sthalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7058】Marketing in Japan ［大澤 裕］秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7059】Service Management in Japan ［KENNETH G PECHTER］秋学期後半/Fall(2ndhalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Specialized Courses【W7060】Innovation in Global business ［米倉 誠一郎］秋学期前半/Fall(1st half) . . . . . .
Specialized Courses【W7061】Innovators and Leaders ［米倉 誠一郎］春学期後半/Spring(2nd half) . . . . . . . . .
Specialized Courses【W7062】Applied Marketing ［坂本 和子］春学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . .
Specialized Courses【W7063】MBA Special Lecture ［CHANG WEI-LUN］夏期集中/Intensive(Summer) . . .
Applied Courses【W7100】Project 1-A (Internship) ［高田 朝子、米倉 誠一郎、Kenneth Pechter］秋学期授業/Fall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Applied Courses【W7101】Project 1-B (Field Research) ［KENNETH G PECHTER］秋学期授業/Fall . . . . . . . .
Applied Courses【W7102】Project 2-A (Internship) ［米倉 誠一郎、Kenneth Pechter］年間授業/Yearly . . . . .
Applied Courses【W7103】Project 2-B (Field Research) ［米倉 誠一郎、Kenneth Pechter］年間授業/YearlyApplied Courses【W7104】Japanese Management ［長谷川 卓也］秋学期前半/Fall(1st half) . . . . . . . . . . . . . . . . . .
Applied Courses【W7105】Japanese Production Management ＆ Supply Chain Management ［長谷川 卓也］
春学期前半/Spring(1st half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Applied Courses【W7106】Open Innovation ［RADHAKRISHNAN NAIR］秋学期前半/Fall(1st half). . . . . . . . .
Applied Courses【W7107】Business Leader Development Ⅱ ［米倉 誠一郎］春学期前半/Spring(1st half) . . .
Applied Courses【W7108】Entrepreneurship and New Business Creation［小村 隆祐］春学期後半/Spring(2ndhalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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GMBA

Learned skills would scale linearly with practices.(As a standard, 2hours for preparation and 2 hours for review: a total of 4 hours.)

MAN550F2

Global Management
Global Management山本晋也

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This course focuses on developing the skill sets for effective“Global
Management.” In recent years, things are rapidly changing across theworld, especially in the science and technology driven industries thatcompete in the global market. Effective management skills have become
the prerequisites for areas including finance, human resource, R&D,
regulatory, business and innovation development. The key objectiveof the course is to acquire theoretical and practical tools so students
can evaluate business strategies for start-ups and/or growth of business.
Specifically, students will be exposed to the cutting edge skill sets called“System/Design Thinking,” which are critical tools to thrive in the global
business environment.
【Goal】
Students are expected to attain knowledge on topics such as "Effective
Brainstorming", "Leadership", "Teamwork and Communication", "Problem Solving" and "Negotiation Rationally". These are all critical 21stCentury skills for competitive labor force. The tools called "System
Thinking" and "Design Thinking" are introduced to help the students
achieve these goals.
It is important to mention that effective brainstorming skills arenecessary components of mathematical modeling tool for simulation.
Lastly, students are expected to understand the cutting edge scienceand technology driven market environment in the biopharmaceuticalindustry.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】This course combines various forms of instruction including lectures,
seminars, practical training, and skill practice. The instructors will
hand out copies of texts in each class. In order to ensure the learning of
programmatic skills, the exercises are key.
At the end of the course, students are expected to submit and report on"Strategy for business growth". Students will pick a company of her/his
choice, and propose a way to promote its growth using "System/Design
Thinking" methods.

発行日：2023/5/1【Textbooks】
Will be provided for each lecture.
【References】
Will be provided for each lecture.
【Grading criteria】
1. A mark given for a student’s class participation and attitude. (30 pts)
2. Reports of each exercise. (30 pts)
3. Final report "Strategy for Growth". (40 pts)
【Changes following student comments】
N/A【Equipment student needs to prepare】
Laptop/Tablet for student should be prepared as BYOD (Bring Your Own
Device).
【Others】
This class is geared to both major enterprise, and medium & small sizedenterprises.
【None】
None【None】
None【None】
None【None】
None【None】
None【Outline (in English)】This course focuses on developing the skill sets for effective“Global
Management.” In recent years, things are rapidly changing across theworld, especially in the science and technology driven industries thatcompete in the global market. Effective management skills have become
the prerequisites for areas including finance, human resource, R&D,
regulatory, business and innovation development. The key objectiveof the course is to acquire theoretical and practical tools so students
can evaluate business strategies for start-ups and/or growth of business.
Specifically, students will be exposed to the cutting edge skill sets called“System/Design Thinking,” which are critical tools to thrive in the global
business environment.

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1st
Introduction of Global
1. Global Business Environment
Management &2. Current Industry Trends
Biopharmaceutical
3. Biopharmaceutical Industry
Industry
2nd
Talent Development in 1. Leadership
the Global
2. Communication
Management
3. Issue Solving
4. Negotiation Rationally
3rd
Cutting Edge Trends
1. Design Thinking ‒ Part I
and Methods in the
Silicon Valley: Part I
4th
Cutting Edge Trends
1. Design Thinking ‒ Part II
and Methods in the
Silicon Valley: Part II
5th
Cutting Edge Methods 1. System Thinking &for Decision Making in Mathematical Modeling Tool for
the Global
Simulation ‒ Part I
Management: Part I
6th
Cutting Edge Methods 1. System Thinking &for Decision Making in Mathematical Modeling Tool for
the Global
Simulation ‒ Part II
Management: Part II
7th
Report out session
Report "Strategy for Growth"【Work to be done outside of class (preparation, etc.)】
Review texts/documents and contents of exercises. And then, themost important thing is to create new exercise theme/problem for each
exercise, and keep to try using tools as much as possible.

—1—

GMBA

発行日：2023/5/1
Class#4
June 10

MAN550F2

Business Communication in Japanese Organization
Business Communication in Japanese Organization

一守

靖

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This course presents communication as a critical component for successin the workplace. To develop yourself as a leader who is capable ofdecision-making from a global perspective that takes consideration ofvarious viewpoints, who possess thoroughgoing knowledge of Japanese
small, mid to large corporations, who is capable of creating connections
around the world, you have to become more aware of the differences
between yourselves and people from other countries. In this class, youwill learn cultural, behavioral and organizational differences between
Japan and other countries, including your mother country, to make aneffective communication strategy in a workplace.

Class#5
June 17【Goal】
Upon successful completion of this class, you will be able to:• Build an understanding of different organizational cultures, businesspractices, and social norms to communicate more effectively in Japanand cross-cultural business contexts.
• Employ principles of effective group communication to cultivate
trust and understanding, increase open participation, and strengthen
decision making in work groups and teams.
• Profile and develop your intercultural competence.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

Class#6
June 17【Method(s)】This class is conducted based on a case-method. Some lectures will also
be provided to support the class discussion.
I will share my experiences how I communicated effectively in a realworking place at a local and a multinational company. I also provide youan opportunity to communicate with non-Japanese people who have anexperience in working with Japanese people so that you understand thereal situation from a non-Japanese viewpoint. You can get may feedbackby email when you submut a final report.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
Class#1 Understanding the
WelcomeJune 3
Foundations of
Course overview and policy
Business
The Foundations of BusinessCommunication
Communication
Class#2 Cultural Differences
Cultures and Organization
June 3
Trust Building
lass#3
Human Resource
Case: “I don’t want to take a newJune 10 Management inrole”
Japanese andQuestions
Multi-National
Q1. Why the company changes her
Companyrole so often?
Q2. What are main features ofJapan employment system andHuman Resource management?

Class#7
June 24—2—

Individualism(Individualist vs.
Collectivist)

Case: “Sense the Atmosphere”
Questions
Q1 Why did the procurement
manager get angry?
Q2 If you were Huang Yong, howwould you communicate with theprocurement manager?
Q3 If you were the procurement
manager, how would you
communicate with Huang Young?
Case: “Expensive Signboard”
Questions
Q1 Why did the marketing
manager complete the sign-board
setting by himself?
Q2 If you were the marketing
manager, how would you proceed
the task?
Q3 If you were president
Sugiyama, how would you
communicate with the marketing
manager?
Uncertainty Avoidance Case: Still 9:30 am!
(Weak vs. Strong)
Questions
Q1. How did Maha feel?
Q2. Why did Mr. Tanaka check the
progress in the (too) early stage?
Q3. If you were Mr. Tanaka(Maha), how would you
communicate?
Case: “Ho-Ren-So
Questions
Q1.What is a “Ho-Ren-So” andwhat are benefits to do so?
Q2.Why Alili and Yama didn’treport the situation to
Hamada-san?
Q3. How do you advise
Hamada-san to improve thesituation?
Long-Term Orientation Case: “I can’t change it”(Short-term vs.
QuestionsLong-term)
Q1.Why did Mr. Takagi get angry?
Q2.If you were Ann, how would you
reply to Mr. Tanaka?
Q3 How do you advise for Ann toimprove the situation?
Case “Same conclusion”
Questions
Q1.Why did the customer get angry
against Kamara’s reply?
Q2. Why did the customer ask thesame question to Nisha?
Q3. Why did the customer getsatisfaction from the reply by
Nisha, although it was the same
reply as one Kamara did?
Case: Sales Incentive Program
Questions
Q1. Why do Japanese employees
think a sales incentive program
was not effective for Japan office?
Q2. Do you like the program ornot? Why?
Q3. How do you modify the
program for Japan office?
High / Low context
Case: “I was delegated …”
cultureQuestions
Q1.What was Mr. Ichikawa’s
expectation for Kumar?
Q2.How did Kumar think when hegot a request from Mr. Ichikawa?
Q3. Please give Mr. Ichikawa andKumar advice about how to avoid
miscommunication next time.
Case: “Please complete it like what
you do with other Japanesecompany”
Questions
Q1.Why did Japan team dosightseeing within the city before
the meeting?
Q2. How do you understand what
Mr. Takahashi said at the lasttime?
Q3. Why were Panda’s expectations
disappointed?

GMBA
Class#8
June 24

Masculinity (Femininevs Masculine)

Case: “Nominucation 1”
Questions
Q1. How do you think thepresident’s behavior?
Q2. If you were Yumi, how would
you behave under the situation?
Case: “Nominucation - Soramichi
Questions
Q1. If you were the president of acompany, would you encourage"Nominication" in your company?
Why ?
Q2. How, would you interpret thegenerational views on“Nominication” presented in thiscase?
Q3. In this case, the frequency of“Nominication” was reported byage group. What other categories
do you think are possible?
Class#9 Power Distance (Small Case “New Japanese president inJuly 1
vs. Large)
Korea”
Questions
Q1. Why did president Tanaka
behave like that?
Q2. Why Korean employees didn’t
accept Tanaka’s behavior?
Q3. If you were president Tanaka,
how would you behave?
Case: “A capable boss”
Questions
Q1.Why does Mr. Ueda get a good
reputation from his subordinates?
Q2.Why does Mr. Ueda get a low
evaluation from Peter?
Q3.How do you advise for Mr. Ueda
if he needs to change his behavior?
Why?
Case: ”No submission”
Questions
Q1. What is the problem from
Jack’s point of view?
Q2.How well do you think Jack
understands the reasons for
Akash’s behavior?
Q3. What is Jack’s proposal tosolve the problem? What othersolutions could be there?
Class#10 Business
Lecture 1
July 1
Communication ‒Reality of business communication
Japanese point of view in large traditional Japanesecompany【Guest Speaker】
Seiya Raiju, VP Global QA/RA at
HOYA K,K.
Class#11 Managing conflict
Case “Performance Improvement
July 8Plan”
QuestionsQ1. how did this happen?
Q2: If you were Manager Kizuki,
how would you proceed?
Q3: It is said that communicationin business is becoming
increasingly difficult. Why is this?
And what can we do about it?
Case: “Beautiful Format”
QuestionsQ1. Do you agree with the
explanation Mr. Yamashita did?
Q2. Why is Japanese meticulous
about the format?
Q3. If you were Sharm, how would
you do for the request?
Case: “Delivery at an interim
stage”
Questions
Q1.Why did the Japanese company
test and point out a defect forincomplete product?
Q2. What are problems at thisstage?
Q3. If you were Dill, how would
you do to improve the situation?
Class#12 Business
LectureJuly 8Communication ‒ Non How to work effectively withJapanese point of view Japanese colleagues as a
Non-JapaneseClass#13 Cross Cultural
July 15 Management

Class#14 Intercultural
July 15 Competence

発行日：2023/5/1

Case “Ben & Jerry’s Japan”
Questions
Q1. What are strengths,
weaknesses, opportunities andthreads of Ben & Jerry’s ?
Q2. What do you think Japanese
consumers are looking for in ice
cream?
Q3. If you were a member of Ben &Jerry’s top management team,what decision would you make - Gowith iida or Go with Yamada or No
go?
Profile and develop an interculturalcompetence
1.Analyze your interculturalcompetency.
2.Create three personal
development targets.
3.Share your personal development
targets with class mates and get
insights【Work to be done outside of class (preparation, etc.)】
You are required to read a case which will be provided in advance of theclass, and prepare your thoughts on questions delivered together withthe case.(As a standard, 2 hours for preparation and 2 hours for review:a total of 4 hours.)【Textbooks】
近藤彩ほか著『ビジネスコミュニケーションのためのケース学習 職場のダイバーシティで学び合う【教材編】』ココ出版 ISBN978-4-904595-37-4
JPY1,728(Cases in the book will be translated and distributed by lecturer ‒Translation was permitted by authors for the purpose of this class)【References】• Hofstede, G. et al. (2010) Cultures and Organizations: software of
the mind: intercultural cooperation and its importance for survival 3rdedition, McGraw-Hill• Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves
of culture ‒ Understanding Diversity in Global Business, Clerkenwell,
London• Meyer, E. (2015) The Culture Map ‒ Decoding how people think,lead, and get things done across cultures, International edition,
PublicAffairs, New York.
【Grading criteria】
Assignments Grade Weights
Contribution to class discussion 80%
Excellent(E)80%
Good(G) 60%
Average(A) 40%
Poor(P) 0%
Final report 20%
Excellent(E)20%
Good(G) 10%
Average(A) 5%
Poor(P) 0%
Total 100%
【Changes following student comments】
Encourage students to share their opinion so that all of the participantslearn from others, learn diversity.
【Equipment student needs to prepare】
N/A【Others】
I have a long year’s experience as a HR Head at several multinational/local companies and I can lead our discussion both theoreticallyand practically.
【Outline (in English)】（Course outline）】This course is to learn not only business communication but also cross-cultural management in a diverse work
place. （Learning Objectives）】The goal of this course is to build anunderstanding of effective communication in Japan and cross-culturalbusiness contexts.
(Learning activities outside of classroom）】
Before/after each class meeting, students will be expected to spend
two to four hours to understand the course content（Grading Criteria/Policy) Final grade will be calculated according to the following process
Term-end report (20%), and in-class contribution (80%).

—3—

GMBA

発行日：2023/5/1

MAN550F2

Management Strategy【Outline (in English)】
An effective management strategy is absolutely necessary for companies
to create innovation. Students will learn the basic knowledge andessential skills to plan and practice management strategy.

Management Strategy

栗原

浩一

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
An effective management strategy is absolutely necessary for companies
to create innovation. Students will learn the basic knowledge andessential skills to plan and practice management strategy.
【Goal】
Management strategy is decision making necessary to achieve thecompany’s goal. The purpose of this course is to systematically learn
the basic knowledge and the theory which are necessary for planning
management strategy, through case study and group discussions.
By planning strategies for specific case companies, students learn theprocess of planning a detailed strategy. Based on the basic knowledge
and concepts such as the “five forces,” SWOT, and the Balanced
Scorecard, students improve their skill at analyzing companies’
practical innovations. It is very important for students to have athorough, structured, and consistent understanding of basic concepts
and theories of strategic management.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Basic concepts and theories for planning strategies are provided briefly
in each lecture. Students must apply them to specific companies andplan the detailed strategies in their group work. Students will be
expected to formulate an agenda for group work, develop a presentation
file, and make a presentation and lead the subsequent discussion in thenext lecture.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1st
Guidance
What is management strategy?
Process of planning a strategy;
selection of specific case companies
2nd
Strategy
Definition of strategy
Management strategy andinnovation
3rd
DomainDefinition of domain
Domain setting
4thCompetitive Strategy
Five forces
Competitive Advantage
5thResource Strategy
Resource-based view
VRIO
6thBusiness Model
Business model creation
Balanced Scorecard
7thDiscussion
Final presentation【Work to be done outside of class (preparation, etc.)】
Each class included a detailed agenda for group work. Students must
prepare a presentation file going over the results of group work in eachlecture. (As a standard, 2 hours for preparation and 2 hours for review:a total of 4 hours.)【Textbooks】
Koichi Kurihara and Kiminori Gemba, Basic of Management Strategy,
2019, Amazon Kindle.
【References】
Michael E. Porter, Competitive strategy : techniques for analyzing
industries and competitors : with a new introduction, Free Press ,1998
Jay Barney, Gaining and sustaining competitive advantage, Prentice
Hall, 2002
【Grading criteria】
Class Participation:40%
Presentation:30%
Report:30%【Changes following student comments】
The process of planning a strategy will be explained in detail.

—4—

GMBA

Preparation 1.5 hours, review 1 hour, a total of 2.5 hours per week.

MAN550F2

Strategic Organizational Management
Strategic Organizational Management

伊東

久美子

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This is a basic MBA course of Strategic Organizational Management,
designed to give students basic knowledge and skills of management.
As a business leader, in order to flexibly adapt the fast changing
business environment, it is essential to learn options through a variety
of experiences. In this class, you will have them and will understand the‘real’ businesses. ‘Experiencing’ will be strongly emphasized by having
lectures, group-works, field researches, and discussions with membersof enterprises in order to deeply understand the Japanese businesses bylooking at the Japan specific characteristics (such as its organizational
management) from the global standard point of view.
You are expected to maximize this opportunity by taking this class foryour own promising future career development.
【Goal】
Course Objectives and Goals
By the end of this course, students are expected to be able to;1) develop to understand the basics of managing people andorganizations
2) be able to formulate basic strategies
3) recognize the various challenges faced by today’s managers andorganizations in Japan【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

発行日：2023/5/1【Textbooks】
To be confirmed. Handouts and/or URLs to reference materials will be
provided【References】“Fundamentals of Management” Global Edition, 2014 or 2013, by S.
Robbins, D. DeCenzo and M. Coulter, published by Prentice Hall.
【Grading criteria】
Course grades are calculated according to the following method< 50%> : class attendance and submission of one-page paper answering
a question assigned at each class session and small quiz at end of
the class. The both paper work as a proof of your attendance andunderstanding.
< 30%> : active participation in class discussions and presentations.
< 20%> : final exam
More detailed information including schedule will be provided at thefirst class【Changes following student comments】
No previous class【Others】
Despite of COVID-19, if the situation allows, we will have visits tohistorical Japanese company and international company operating inJapan to have discussion in person with their employees. If this is thecase, the syllabus above could be modified accordingly.
【Outline (in English)】This is a basic MBA course of Strategic Organizational Management,
designed to give students basic knowledge and skills of management.
As a business leader, in order to flexibly adapt the fast changing
business environment, it is essential to learn options through a variety
of experiences. In this class, you will have them and will understand the‘real’ businesses. ‘Experiencing’ will be strongly emphasized by having
lectures, group-works, field researches, and discussions with membersof enterprises in order to deeply understand the Japanese businesses bylooking at the Japan specific characteristics (such as its organizational
management) from the global standard point of view.
You are expected to maximize this opportunity by taking this class foryour own promising future career development.

【Method(s)】To understand real businesses, this class will focus on having
experiences by integrating lectures, group-works, field researches , anddiscussions with members of enterprises.
In this class, in order to deeply understand what the real Japaneseorganizations are, if the COVID situation allows, you will work with acompany which has over 150 year history in Japan, and will be required
to deliver a final presentation to management members of the company.
You are expected to actively participate in all classes and make yourutmost efforts into the presentation delivered to enterprises.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
Session -Introduction-Introduction of the concept and
1-2-What is OB?
the requirement in this course-What is Strategy?
-Essential factors of organizational
management-How to prepare businesspresentations including
formulating strategy-In-class activity and short quiz
Session -Career development-Guest speaker 1
3-4-Career development-Career strategy-Sponsorship and Mentorship
Session -Current issues in-Diversity management
5-6Japanese organization -Cross-cultural understanding-Changing jobs
-In-class activity and short quiz
Session -Leadership-Leadership
7-8-Individual behavior-Motivation, Trust-Team-Team building-Role play and short quiz
Session -Case study-Guest speaker 2
9-10(Presentation)(if the situation allows)
Session -Presentation-Feedback and evaluation of the
11-12-Well-being in work
presentation
place-In-class activity and short quiz
Session -Final quiz
-Final written test 90 min
13-14-Feedback-Feedback and lecture【Work to be done outside of class (preparation, etc.)】
Group works and one-page paper for next class are required.

—5—

GMBA

発行日：2023/5/1

3MAN550F2

Business Practice in Japan
Business Practice in Japan

高田

朝子、米倉

4

誠一郎、Kenneth Pechter5

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

6

7

その他属性：【Outline and objectives】
This course provides an introduction to standard businesspractice in Japan. The purpose of this introduction is toprovide general preparation for working in Japan, as well as
specific preparation for the practical learning opportunitiesstudents will encounter in the form of internships or fieldresearch. Accordingly, this course also provides an overview
of these practical learning opportunities, internship and fieldresearch. In the process, students will discuss and be exposed
to key traits and behaviors that will help them to successfully
navigate the GMBA program.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of standard
business practice in Japan, in order for students to make themost of their practical learning experiences via internships or
field research. In the process, students work on developing key
traits and behaviors to support successful completion of the
GMBA program, as well as future careers both in and out ofJapan.
Upon completion of the course, students should have a basic
knowledge of standard business practice in Japan, including:- Business Professionalism in Japan- Business Communication in Japan- Organizational Behavior and Japan Regional Government- Business Strategy in Japan- Legal Compliance for Internships in Japan- Business Manners in Japan
This learning is relevant to work in both large corporations aswell as small & medium enterprises in Japan.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion – inthe form of both lectures and guided discourse – supported byoutside readings. Students are expected to actively participate
in this discussion, and be prepared to ask questions of concern
based on their own experiences.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Overview
Business Professionalism inJapan
2Business Strategy
Business systems,in Japanmanagement structure andstrategy in Japan

Organizational
Behavior and Japan
Regional
Government
Business Manners
in Japan Part I
Business Manners
in Japan Part II
Legal Compliancefor Internships inJapan
Wrap-up

Regional government
structure, organizational
behavior and business practicein Japan
Business manners and culture
in Japan
Business manners and culture
in Japan
Legal and regulatorycompliance while doing aninternship in Japan
Integrity, accountability andbusiness professionalism in
Japan【Work to be done outside of class (preparation, etc.)】
For the most part, each week will be conducted as a separate
unit, and so material will be provided in class. In the case thatreadings are required for a specific week’s class, they will beassigned before, during or after class by individual instructors.
Assignments may be assigned as needed in the form of shortreports, presentations or take-home exams.
(In general students may expect few if any reading or otherassignments outside of class.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】[Final grade is determined by]・Professional attitude 60%
・Assigned work in class 40%
Students will be assessed based on their overall professional
attitude, and completion of assignments should any be
assigned.
Professional attitude will be judged on characteristics including the following:- Positive and cooperative attitude during class- Active participation during class- Proper and business-like communications in email and othersubmissions- Critical assessment and decision-making- Punctuality during class and with regard to communications
and any required submissions
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business

—6—

GMBA
3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
1) Due to the COVID-19 pandemic, courses this year will
be held either in person or online according to the decisionsof Hosei University, the Business School of Innovation
Management, and the GMBA Program. Please check theuniversity website and communications from the university forthe final decision each quarter. In case of online course, pleasecheck the HOPPII system (学習支援システム) for specific online
instructions of each course.
2) Each class above (1~7) uses two class periods of 1 hour 40
minutes each, for a total of 3 hours 20 minutes per class【None】
None【None】
None【None】
None【None】
None【None】
None【Outline (in English)】This course provides an introduction to standard businesspractice in Japan. The purpose of this introduction is toprovide general preparation for working in Japan, as well as
specific preparation for the practical learning opportunitiesstudents will encounter in the form of internships or fieldresearch. Accordingly, this course also provides an overview
of these practical learning opportunities, internship and fieldresearch. In the process, students will discuss and be exposed
to key traits and behaviors that will help them to successfully
navigate the GMBA program.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency—7—

発行日：2023/5/1

GMBA

発行日：2023/5/1

MAN560F2

Accounting

Session10

Pension Accounting

Session11

Deferred Tax
Accounting

Session
12

Using Financial
Statements for
Short-term Analysis
Using Financial
Statements forLong-term
AnalysisAudit andAuditors
Last Examination andits Explanation

Accounting

鳥飼裕一

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA

Session13

その他属性：【Outline and objectives】
In this course, we study basics of financial accounting. After studying
basic accounting theory, e.g. what is accounting, who is the user ofaccounting information, what is GAAP etc., we study how to prepare
the financial statements and provide an analysis on the accounting
information. We also study key areas in the financial accounting
including consolidation, revenue recognition, pension accounting,deferred tax accounting for understanding the financial statementsof listed companies. The objective of the class is to improve yourunderstanding about accounting theory and practice, and build theability to prepare the financial statements and provide the analysis on
the accounting information.
【Goal】The students will be able to read the accounting information of listedcompanies, provide the analysis, and achieve a base for discussing
the accounting treatment in the complex areas. The students will
also be able to understand the structure and management of accounts
for preparing the accounting information. Through this course, thestudents are expected to achieve the basic level for the various
accounting license examination.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”and“DP2”.
【Method(s)】This is a lecture type class. However, some part of the class is allocatedto a group discussion on the topics related to the lecture.
At each class quizzes and exams are also provided to confirm thestudents’ understanding about the lecture.
The teaching materials are distributed in Resource section of thedatabase before each class.

Session14

What is pension accounting?
Defined contribution plan
Defined benefit plans
Impact of deferred
tax on financial information
Accounting base and tax baseTemporary differences
Accounting for deferred tax
liability and tax asset
Using short-term ratios
Current and quick ratio
Working capital
Quality of earnings
Rate of return on investment
Sales-based ratios or percentage
Earnings data
Rate of return on investment
Examination is set out of thesubjects studied at this course.
Explanation for the examination isprovided in advance.

【Work to be done outside of class (preparation, etc.)】
The students are expected to prepare by reading the teaching materials
and the corresponding area of the textbook before each class and review
them after each class(As a standard, 2 hours for preparation and 2 hours
for review are required).
【Textbooks】
Wayne A. Label, Accounting for Non-Accountants 3rd Edition, 2018,sourcebooks.
【References】
Wayne A. Label and Cheryl Kennedy Henderson, Study Guide andWorkbook for Accounting for Non-Accountants 4th Edition, 2019,sourcebooks.
F. Greg Burton and Eva K. Jermakowicz, International Financial
Reporting Standards A Framework-based Perspective, 2015, Routledge.
【Grading criteria】
Contribution to the class through participating to the discussion 30%,
Short test 30%, Last examination 40%.
【Changes following student comments】
N/A【Outline (in English)】
N/A【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
Session Introducing Accounting What is accounting?
1and Financial
Who are the users of accounting
Statements
information?
Financial statements
Session Generally Accepted
Who are the SEC, AICPA, FASB,
2
Accounting Principles
and IASB?
What are Generally Accepted
Accounting Principles(GAAP)?
Session The Balance Sheet and Understanding the balance sheet3
its Components
Components of the balance sheet
Session The Income Statement Understanding the income
4statement
Presentation of income statement
Session The Double-Entry
The general journal
5
Accounting
The general ledger
Trial balance
Adjusting journal entries
Session The Corporation
The definition of corporation
6
What is capital stock?
Cash dividends, stock dividends,
and stock splits
Session Preparing and Using a What is a statement of cash flows?
7
Statement of Cash
Cash and cash equivalents
Flows
The presentation of the statementof cash flows
Session Consolidated Financial Basis for consolidation
8
Statements
Consolidation procedure
Asset valuation
Non controlling interest
Session Revenue Recognition
Accounting for revenue from
9
contracts with customers
Application of 5 step model

—8—

GMBA

MAN560F2

Logical Thinking vs Intuition
Logical Thinking vs Intuition

西出香

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
Logical thinking is key for decision making in complex situations. We
will learn the theory and practice in case studies. But we live in a worldthat not everything can be solved by a logical approach. Sometimes
our intuition is more important in managerial decisions as well. Bybalancing what we hear or see as information around us and what we
feel and envision, we can aim at a higher target in business.
【Goal】The goal of this course is to get familiar with logical thinking processes
so that it becomes your natural thinking process. We will sharpen
our intuitive ability so that we can balance these two in decision
making. By the end of this course, students will be able to approach toproblems/issues logically by taking relevant information into account,whereby their intuitions also plays an important role.

発行日：2023/5/1【References】
Students can choose reading materials to discover how people in theirinterested fields have challenged and failed to succeed or achieved
higher targets.
【Grading criteria】
Performance in group works (Discussions and presentations) 50%
Final exam (writing a short report based on a case study) 50%【Changes following student comments】
Gives opportunities to consider whether the current way of making
decision is the best approach for the given complex situation or not. The
course is practice-oriented rather than theory-oriented.
【Equipment student needs to prepare】
PC and internet.
【Prerequisite】
Willingness to switch your current thinking process towards a more
effective and creative way.
【Outline (in English)】
The course consists of a short lecture of theory, individual work andsimulation game in groups. Students will be given a number of casestudies with multiple conditions how to make decisions in complex
situations. We will discuss possible solutions and the reasoning. In areal life, however, we often have to cope with conflicting interests anduncertainties, whereby flexible and creative solutions are also required
based on logical thinking. Students will be challenged to take intuitive
approaches, unprecedented solutions, compromising the logical thinking
and aspects such as human relation, effective leadership and different
interests of stakeholders.

【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】Lesson method- Theoretical input- Application of logical thinking in case studies- Individual and group works- Simulation game in a complex situation setting- The lessons consist of lectures of ca. 30 minutes, followed byindividual/group works and presentations- One lesson will be given by a guest lecturer- The final lesson will include an individual report during the class hours【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction
Course guideline and introduction
to logical thinking
2
Basics of logical
Theoretical input and case studies
thinking
3
Problem breakdown
Lecture, group work in simulation
games
4
Questioning your level Individual work in case studies:of successFisherman
5
Analytical approach
Lecture, individual work in casestudies6
What-if analysis
Group work in simulation games:
opening a cafe
7
Decision making in
Lecture, individual work in caseinnovation
studies8
Commitment ofGroup work in simulation games:
stakeholders
Product marketing
9
Hypothesis verification Lecture, individual work in casestudies10
Selling your productsGroup work in simulation games:
Sustainable operation
11
Design-based thinking Lecture, individual work in casepart 1 (Guest lecturer) studies
12
Design-based thinking Workshop
part 2 (Guest lecturer)
13
Overall review
Group work in simulation games:
Local community network
14
Writing a report
A short individual report based ona case study, where students will be
required to propose creative
solutions.
【Work to be done outside of class (preparation, etc.)】
Assignments 2 hours, review 1 hour, practice in real life 1 hour. A totalof 4 hours per week.
【Textbooks】
Slides in pdf will be distributed by email.

—9—

GMBA

発行日：2023/5/1

MAN560F2

第4回

Valuing Equities

第5回

Financial Analysis (1):
ROE (Return on
Equity) and Value
Creation

第6回

Financial Analysis (2):Free Cash Flows

第7回

Cost of Capital (1):
WACC and Optimal
Capital Structure

第8回

Cost of Capital (2):Risks Associated with
Investment and CAPM

第9回

Firm Valuation:
Discounted Free Cash
Flow Model andAlternative Models

第 10 回

Capital Allocation andPayout Policy

第 11 回

M&A and Corporate
Restructuring

第 12 回Venture Capital andIPO

第 13 回

Corporate Governance

第 14 回Current Issues on
Corporate Finance andCapital Market

Financial Management
Financial Management

関雄太

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
その他属性：〈実〉【Outline and objectives】
In terms of financial management, corporate managers should be able todeal with two fundamental issues: (1) Selecting an investment projectthat maximizes the value of a firm, and (2) Choosing an appropriate
financial policy (of dividend or capital structure) to persuade investors orbanks to provide funds. This course aims at providing basic principles ofcorporate finance and investment theories. The course also covers topics
such as concepts of net present values and cost of capital, valuationof debt instruments (bonds) and equities, firm valuation and portfolio
theories. The course uses simple problem sets that require students
to calculate net present values or to build models analyzing ROEs andother important ratios.
【Goal】At the end of this course, students should be able to:
1.Understand key theories, principles and trends in corporate finance2.Demonstrate effective approaches to the analysis of corporate financestructure and corporate financial statements, using applicable ratio
analysis tools and techniques
3.Assess the practical application of models and theories to decisions on
investment
4.Understand how investors evaluate corporations in the capital market
and what corporate managers try to do to maximize their firm values.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】1. Lecturing: Students will be asked to preview materials (andtextbooks) and to be ready for discussion on related topics. Short quiz
might be presented to check the learning progress.
2. Case analysis: Students will be assigned to create and conduct a briefpresentation to analyze a certain publicly-traded company for applying
financial models and for learning investment decision making methods
intensively【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
第1回
Financial Management A general guidance on the course
Overview
method. Understand the basic
concept of corporate finance andgoal of corporation. In order tocomprehend the role of financial
management, discuss therelationships amongst corporate
managers, shareholders, banks andother stakeholders.
Reading assignment: Desai
Introduction, Chapters 1 and 3.
Brealey, Myers and Allen (BMA)
Chapter 1
第2回
How to Calculate
Understand the time value of
Present Values
money and the basics of net
present value calculation
Reading assignment: Desai
Chapters 1 and 2. BMA Chapter 2.
第3回
Valuing Bonds
Overview the variety of corporate
financing methods. Understand thebond price calculation and the term
structure of interest rate. Learn
the basics of corporate bond andcredit market
Reading assignment: Desai
Chapters 1 and 2. BMA Chapter 3.

— 10 —

Overview the publicly-traded
equity market. Understand thebasic concept of dividends and cash
flows, the valuation methods ofequities such as Dividend Discount
Model
Reading assignment: Desai
Chapters 1, 2 and 3. BMA Chapter
4.
Understand the analytical tools on
financial performance andprofitability including ROE. Able toutilize various ratios.
Reading assignment: Desai
Chapters 2, 4 and 5.
Understand the difference between
accounting and financial
perspectives. Analyzing cash flows
based on actual cases.
Reading assignment: Desai
Chapters 2, 4 and 5.
Understand how to measure cost ofequity and the concept of weighted
average cost of capital (WACC).
Understand the optimum level ofdebt and dividend payout. Discuss
how capital structure impacts onfirm values
Reading assignment: Desai
Chapters 4 and 5. BMA Chapters
7, 8 and 9.
Understand the relationshipbetween risk and return in thecapital market. Understand theimplication of beta as the expected
return by the investor and theimpact on the firm valuation
Reading assignment: Desai
Chapters 4 and 5. BMA Chapters
7, 8 and 9.
Able to integrate various methods
to evaluate a firm as a whole.
Understand other valuation models
and useful ratios.
Reading assignment: Desai
Chapters 4 and 5. BMA Chapter 4
Understand the basic decision
making process of capital
allocation. Discuss how payout(dividend and share repurchase)
impacts on firm values
Reading assignment: Desai
Chapter 6. BMA Chapters 12 and16
Understand the dynamics of M&A
activities and how a leveraged
buyout works in order for a private
equity fund to capture the values
created by turnaroundReading assignment: Desai
Chapters 5 and 6. BMA Chapters
31 and 32
Understand the corporate growth
cycle and the role of venture capitalfund. Discuss the issues associatedwith pricing/valuations when astartup tries an initial public
offering
Reading assignment: Desai
Chapters 3 and 5. BMA Chapter
15.
Understand the current issues on
corporate control and governanceby considering the asymmetric
information problem andprincipal-agent model
Reading assignment: Desai
Chapters 3, 4, 5 and 6. BMA
Chapter 33.
Review key principles of corporate
finance and discuss the recent
issues of capital market such as
ESG related debate.

GMBA【Work to be done outside of class (preparation, etc.)】
Those who are not familiar with the basics of finance and accounting
would need some self-study to enhance the level of basic understanding.
Lecture notes would be provided in the form of power point presentation.
Please refer to the content in advance in going through the text tofacilitate your understanding.
【Textbooks】
Mihir A. Desai, “How Finance Works: The HBR Guide to Thinking
Smart about the Numbers” [Desai], Harvard Business Review Press(2019)
ISBN10: 1633696707
ISBN13: 9781633696709
Brealey, R., Myers, S., and Allen, F., “PRINCIPLES OF CORPORATEFINANCE” 13th Edition [BMA], McGraw-Hill, (2020)
ISBN10: 1260013901
ISBN13: 9781260013900
Lecture notes in a form of power point presentation would be provided
in advance together with necessary cases.
【References】
Jonathan Berk and Peter DeMarzo, “Corporate Finance”, 3rd Edition,
Pearson (2013)
ISBN10: 0132992477
ISBN13: 9780132992473【Grading criteria】
Final case assignment (material and presentation): 50%
Quiz and interim assignments: 30%
Contribution to the class: 20%【Changes following student comments】
Based on the experience last year, we will try to discuss more qualitative
issues. Certain number crunching works cannot be avoided but
you don’t have to memorize formulas. Focus on understanding therelationship between corporate management and financial markets.
Furthermore, active feedbacks from the class are highly appreciated.
The situations in corporate finance and capital market may vary
between regions or countries. I would appreciate if you could bringinsights or practical experiences in your home country into the classdiscussion.
【Equipment student needs to prepare】
Microsoft Excel is required to understand and exercise financial
formulas and ratios.
【Outline (in English)】
In terms of financial management, corporate managers should be able todeal with two fundamental issues: (1) Selecting an investment projectthat maximizes the value of a firm, and (2) Choosing an appropriate
financial policy (of dividend or capital structure) to persuade investors orbanks to provide funds. This course aims at providing basic principles ofcorporate finance and investment theories. The course also covers topics
such as concepts of net present values and cost of capital, valuationof debt instruments (bonds) and equities, firm valuation and portfolio
theories. The course uses simple problem sets that require students
to calculate net present values or to build models analyzing ROEs andother important ratios.

— 11 —

発行日：2023/5/1

GMBA

発行日：2023/5/1
第3回

MAN560F2

Global Economic Issues and Innovative Solutions
Global Economic Issues and Innovative Solutions

谷口

和繁

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
In order to become a successful policy maker and/or abusiness leader, it is critical to understand the state of global
economic development and policy issues such as sustainable
development goals (climate change, global health and genderequality, etc.). This course will provide you with knowledge
and methodology to identify issues and find possible policy
options, particularly focusing on innovative solutions. You
will learn cross-country analysis and cross-sectoral approachto make your proposal more convincing and operational. You
will also learn lessons from Japan’s experiences. In addition,
you will learn the important role of private sector and social
entrepreneurship.
【Goal】
Upon completion of the class, you will be able to:
1. Understand and evaluate the current global economic
developments and key policy issues such as climate change,
global health and gender equalities;
2.Understand Japan’s economic and social experiences after
the collapse of bubble and rapid aging as a reference for othercountries;
3.Design policy options and operational measures withcross-country analysis and cross-sectoral approach that arecommonly used in the managerial/operational decision making
in the World Bank; and4.Understand the importance of innovative approach withfinancial and technological instruments.
5. Skills to make presentation.
6 (if requested by students) Skills to improve CVs.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecturing with Power Point presentation, reading/researching
relevant info/data through websites, class discussions, andindividual and group presentations.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
第 1 回 Overview of class
Increased role of developing
objectives
countries.
Current
Increased cross-borderdevelopments ofactivities.
global economies
Importance of demographic
trend.
Global risks and opportunities.
第 2 回 Current/historical
Rapid growth after the war,
developments ofsluggish economy after theJapanese economy
bubble. Huge budget deficit
and demographic challenge.

Understanding SDGs and useof cross-sectoral approach andcross-country analysis.
第 4 回 Sustainable
Class discussion on SDG policy
development goals
options using cross-sectoral- How to achieve?
approach and cross-country
analysis
第 5 回 Development
Increasing number of donors.
Assistance - Options Increased role of private sector.
of interventions
From charity to investment.
Grant, loan and investment.
Multilateral and bilateralapproaches.
第 6 回 Multilateralism –Key international schemes for
Agenda andmultilateral cooperation implementation.
United Nations and World
Human Resource
Bank.
Management.
Human resource management
and recruitment.
第 7 回 Role of private
Importance of direct
sectors
Investment and measures topromote it. Importance ofsmall and medium enterprises.
Social entrepreneurship.
第 8 回 Ethics of economic
Negative implications ofdevelopment
economic development such aspollution, corruption, andharmful tax practices.
Role of safeguard.
Importance of innovative
第 9 回 Innovation
approaches including(including
technology and finance totechnology andavoid bottlenecks and generate
finance) social
sustainable growth.
entrepreneurshipfor economic
development
第 10 回 Specific issues Champion of cross-sectoral
genderissues.
Mainstreaming of gender aspolicy agenda and businesspractices.
Infrastructure as means of
第 11 回 Specific issues sustainable development
qualityincluding disaster risk
infrastructure
management.
Importance of logistics.
第 12 回 Specific issues Global health - cross-sectoral
global healthapproach (sometimes cleanwater is more important than
medicine) and role of finance.
第 13 回 Individual
Individual presentation presentation andStudent will pick one sectoral
discussion – Cross
issue
sectoral approachand propose possible solutions(such as health,with cross-sectoral approaches.
education and
Cross-country analysis will be
infrastructure)also recommended.
第 14 回 Group presentation Group will pick one
and discussion –sector/issue and designsocial entrepreneur innovative solutions with newand technologitechnology and/or financial
cal/financial
instruments or new
solutionsapplication of existing
technology.

— 12 —

Sustainable
development goals

GMBA【Work to be done outside of class (preparation, etc.)】
Those who are not familiar with the basics of development
economics would need some self-study to enhance the level ofbasic understanding. Lecture notes would be provided in theform of power point presentation and/or short memo. Websitesof the World Bank and other relevant institutions are critical tounderstand the issue. (As a standard, 2 hours for preparationand 2 hours for review: a total of 4 hours.)【Textbooks】
Textbook will not be used.
【References】
Websites of World Bank and other relevant institutions
including Japanese ministry of finance will be used. These
include:https://www.worldbank.org/en/home
https://data.worldbank.org/
https://www.mof.go.jp/english/【Grading criteria】
Method of evaluation
Group presentation
40 ％Individual presentation 30%
Contribution to the class discussion

30 ％【Changes following student comments】
I appreciate active feedback from the class and encourage each
student to contribute to the class discussion and ask questions.
【Equipment student needs to prepare】
PC or other devices to view websites of relevant institutions
and prepare presentation.
【Outline (in English)】
In order to become a successful policy maker and/or abusiness leader, it is critical to understand the state of global
economic development and policy issues such as sustainable
development goals (climate change, global health and genderequality, etc.). This course will provide you with knowledge
and methodology to identify issues and find possible policy
options, particularly focusing on innovative solutions. You
will learn cross-country analysis and cross-sectoral approachto make your proposal more convincing and operational. You
will also learn lessons from Japan’s experiences. In addition,
you will learn the important role of private sector and social
entrepreneurship.

— 13 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

MAN560F2

Human Resource Management in Japan
Human Resource Management in Japan

Nichols, David William
単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
Every company, government and non-government organizationmust manage its human resources taking into account how its
human resources will be used to support the organization’s
primary mission.
While companies in Japan have thesimilar human resource management requirements as otherorganizations throughout the world, the way that HRM is
executed in Japan has been greatly influenced by Japanese
history, society and culture. This course will focus on how
human resources are managed in companies in Japan bothpresently and how it may evolve in the future.
The course objective is to give students an understandingof how and why human resource management is appliedby companies operating in Japan and be able to apply that
understanding to operate successfully in the Japanese businessenvironment both now and as human resource needs change
in the future to address societal, economic and demographic
changes.
While HR professionals are welcome, this course is intended
to enable line managers to maximize the impact of the humanresources they are responsible for managing.
【Goal】
By the end of the course, students should be able to:- Explain how Human Resources are typically managed bycompanies in Japan, and the strengths and weaknesses of theJapanese approach- Understand how historical, cultural, demographic, and othersocietal factors influenced human resource management inJapan- Discuss how HRM in Japan differs from other markets aroundthe world- Analyze the implications for managers building their careers
in the Japanese business environment- Hypothesize how HRM in Japan will evolve in response to theglobal economy and Japan’s changing society【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecture / Group discussion / Activity /Presentation
1 Lecture
2 Group discussion
3 Group activity to re-enforce lecture concepts
4 Presentation of final projectStudents are expected to read all pre-assignments【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction & the- Self-introduction ‒ students
fundamentals of& instructor
HRM- HRM and the company
mission- 7 policies of traditional
Japanese HRM
2Societal changes- Declining & aging population
impacting Japanese - Female participation in theHRM
workforce- Technology- Globalization including
foreigners in Japan
3
Lifetime- Key characteristics of lifetime
Employment
employment- What % of workforce actually
included? (myths of Japanese
HRM)- Strengths and weaknesses- Temporary workers
4Life Inside the- Recruitment
Company- Training & development- Performance evaluation- Explanation of titles- Employee retention- Retirement
5Life Inside the- Compensation and promotion
Company 2- Legal and market framework- Employee grievances anddispute resolution
6
Japanese HRM- Addressing social change
Changing to Meet
- The changing businessthe Futureenvironment- Diversity & inclusion- Going global and accepting
HR imports
7
Summary and- Course summary
Presentations- Project presentations- Group Feedback【Work to be done outside of class (preparation, etc.)】
The students are expected to read the handouts provided before
class.(As a standard, 2 hours for preparation and 2 hours forreview: a total of 4 hours.)【Textbooks】
Handouts will be provided.
【References】
None【Grading criteria】
Class participation and attitude 40%
Group discussion 30%
Peer evaluations 10%
Final project 20%【Changes following student comments】
Not Applicable【Equipment student needs to prepare】
Materials and equipment necessary to deliver presentations【Others】
Office hours: after each lecture【Fieldwork in class】
なし / No— 14 —

GMBA【Outline (in English)】Every company, government and non-government organizationmust manage its human resources taking into account how its
human resources will be used to support the organization’s
primary mission.
While companies in Japan have thesimilar human resource management requirements as otherorganizations throughout the world, the way that HRM is
executed in Japan has been greatly influenced by Japanese
history, society and culture. This course will focus on how
human resources are managed in companies in Japan bothpresently and how it may evolve in the future.
The course objective is to give students an understandingof how and why human resource management is appliedby companies operating in Japan and be able to apply that
understanding to operate successfully in the Japanese businessenvironment both now and as human resource needs change
in the future to address societal, economic and demographic
changes.

— 15 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

2

MAN560F2

Managing TalentManaging Talent

豊嶋

晴美、白石

3

清仁

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

4

その他属性：

5【Outline and objectives】
The goal of this course is to understand and be able to explain
Japanese work society and its globalization particularly fromdifferent aspects, such as business communicating acrosscultures in workplace, organizational behavior, human capitalmanagement, general local recruiting process, and learningand development. This course helps students apply theknowledge to achieve preparation for working in Japan withvarious nationalities of people and managing organizational
people who are critical to achieve their mission. Class will be
conducted closely with instructor. This course is applicable tothe both corporate size and small size of company, but if we had
to choose one, then corporate is more suitable to practice.
【Goal】
By the end of the course:
1. Students are able to practice and develop their business
communications skills to communicate with people who haveJapanese cultural background, as well as others with various
different cultural backgrounds.
2. Students are able to understand what managing talentmeans today on the front lines.
3. Students are able to understand the importance of the basic
concepts of recruiting, training, OJT (On the Job Training),
feedback and counselling in managing talent.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】IN-CLASS ACTIVITY WORKSHEETS:This course uses In-Class Activity Worksheets as a way tofacilitate students’ in-class discussion activities (e.g., group
discussions) as an important learning activity of this course.
This worksheet lists several open-ended questions relevant to
the main topic of the class and provide some space for eachquestion in which to handwrite the answer.
LECTURES WITH POWERPOINT SLIDES:
Each lecture is delivered with a set of PowerPoint presentation
slides that will be projected in the classroom.
Over the course of this semester, students are required totake notes on all major information delivered through thePowerPoint lecture slides in each class.
PRESENTATION AND FINAL PAPER:
The topic to be announced in the early stage of this course. The
topic of both the final paper and the presentation will be thesame.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Welcome to this-Course & Class Introduction
course(Lectured by
Harumi Toyoshima)

6

7

8

9

10

11

12

13

14

What is managing
talent?
(Lectured by
Harumi Toyoshima)
Japan business
uniqueness(Lectured by
Harumi Toyoshima)
What does talentvalue?
(Lectured by
Harumi Toyoshima)
How can wemeasure?
(Lectured by
Harumi Toyoshima)Communications(Lectured by
Harumi Toyoshima)
What are key
concepts for talentmanaging byrecruiting
leader/learning anddevelopment leader?
(Lectured byKiyohito Shiraishi)
What are you being
expected byrecruiter fromcompany?
(Lectured by
Harumi Toyoshima)
What is effective
way ofcommunications?
(Lectured by
Harumi Toyoshima)
Comparisons
between Japaneseworking style andother country’s(Lectured by
Harumi Toyoshima)
Presentation by
students(Lectured by
Harumi Toyoshima)
Presentation by
students(Lectured
by Harumi
Toyoshima)
Human Resources
technology today atfront line
(Lectured by
Harumi Toyoshima)
Course wrap-up(Lectured by
Harumi Toyoshima)-Human Capital Management-Japan labor environment-Japan organization structure
and behavior-Retention- Competency- Specialty- Social skills-Communications style withpeople who have Japanesecultural background- Recruiting- Learning- On the job
training(counseling/feedback)-Recruiting process andplacement- Diversity, Equity, andInclusiveness- Work ethic-Students will be allowed tochoose one country to comparewith Japan work society-Topic to be announced-Topic to be announced-People data analytics-People engagement-Digital HR

Course wrap-up【Work to be done outside of class (preparation, etc.)】
Students are expected to prepare their assignments, presentation, and final paper by the due date. Students’ preparation
and review time will be 4 hours per course. Further details will
be announced in the course.
【Textbooks】
For this course, students are NOT required to purchase any
textbook. Instead, students are expected to research by theirown outside of class for paper.

— 16 —

GMBA【References】
Again Students are NOT expected to buy any books. The books
are only references.
GALLUP and Tom RathStrengthsFinder 2.0
The new book has your unique access code to take theassessment. This access code is valid for one use only. Do not
buy this book if this packet has been opened, therefore the usedbook is not suitable.
Erin Meyer
Culture Map【Grading criteria】
1. Class Attendance: 20%
2. Class Participation: 30%
3. In-class Paper Presentation: 10 %4. Final Research Paper: 40 %【Changes following student comments】
More case studies to be included to practice【Equipment student needs to prepare】
N/A【Others】
N/A【Contact】
Contact: If you have questions or other needs for communication with the instructors, please send email to;Harumi Toyoshima’s email :harumi.toyoshima.33@hosei.ac.jp
Kiyohito Shiraishi’s email: kiyoinstructor@gmail.com【Warning】
Making copy from other student’s case material is theinfringement of copyright. IF ILLEGAL COPY IS FOUND,
THE CREDIT WILL NOT BE AWARDED.
【Outline (in English)】
The goal of this course is to understand and be able to explain
Japanese work society and its globalization particularly fromdifferent aspects, such as business communicating acrosscultures in workplace, organizational behavior, human capitalmanagement, general local recruiting process, and learningand development. This course helps students apply theknowledge to achieve preparation for working in Japan withvarious nationalities of people and managing organizational
people who are critical to achieve their mission. Class will be
conducted closely with instructor. This course is applicable tothe both cooperate size and small size of company, but if we had
to choose one, then corporate is more suitable to practice.

— 17 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

4MAN560F2

Opportunity and Entrepreneurship in Japan
5
Opportunity and Entrepreneurship in Japan

6

KENNETH G PECHTER
単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA

7

その他属性：【Outline and objectives】
This course provides an introduction to entrepreneurship andrelated opportunities in Japan. This is done in the context
of lessons from the study of the innovation process, whichat its core seeks to link the power of emerging ideas to thedevelopment of profitable business. Entrepreneurship is a
key mode for this linkage. The Japan specific context forentrepreneurship is explored, along with the evolving natureof work and the career opportunities and challenges connectedto this evolution.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of theopportunities and challenges related to entrepreneurship inJapan, and the forces driving them. Upon completion of
the course, students should be able to answer the question,
What is entrepreneurship and why does it matter? Students
should understand the specific context for entrepreneurshipin Japan, and the major constraints driving change in thiscontext. Students will be able to use concepts from thestudy of innovation to assess these constraints, and appreciate
the opportunities afforded by entrepreneurship – both to theentrepreneurs themselves and to the broader workforce – forboth large corporations as well as small & medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction
What is entrepreneurship, andwhat opportunities does it
create?
2Innovation &The interaction between
Organizationsorganizational dynamics andthe innovation process
3
Entrepreneurship
The role of entrepreneurshipin innovation

Entrepreneurship in Long-term postwar growth, theJapanbubble economy, the lost
decades, 311 and the Olympics
Escalators vsModels for career advancement
Elevators
Work, Love, PlayNew opportunities for work in
and The Gig
the Gig Economy
EconomyWhat’s Next?
Outlook for opportunity &entrepreneurship【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.

— 18 —

GMBA【Others】
1) Office Hours:
Class Days (Friday) 18:00-18:30 (appointment advised)
2) Due to the COVID-19 pandemic, courses this year will
be held either in person or online according to the decisionsof Hosei University, the Business School of Innovation
Management, and the GMBA Program. Please check theuniversity website and communications from the university forthe final decision each quarter. In case of online course, pleasecheck the HOPPII system (学習支援システム) for specific online
instructions of each course.
3) Each class above (1~7) uses two class periods of 1 hour 40
minutes each, for a total of 3 hours 20 minutes per class【Outline (in English)】This course provides an introduction to entrepreneurship andrelated opportunities in Japan. This is done in the context
of lessons from the study of the innovation process, whichat its core seeks to link the power of emerging ideas to thedevelopment of profitable business. Entrepreneurship is a
key mode for this linkage. The Japan specific context forentrepreneurship is explored, along with the evolving natureof work and the career opportunities and challenges connectedto this evolution.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 19 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

5MAN560F2

Media and Entertainment
6Media and Entertainment

7

KENNETH G PECHTER
単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This course provides an introduction to the Media &Entertainment industries. This is done in the context of lessons
from the study of the innovation process, which at its core
points to a major challenge of such industries: developing
profitable business out of creative activity. These industries
include TV, film, animation, gaming, publishing and othercreative industries, with an emphasis on the situation in
Japan.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of the Media& Entertainment industries, and the forces driving them.
Upon completion of the course, students should have a basic
knowledge of the main components of these industries in Japanand overseas, of the specific characteristics of these industries
in Japan, and of the major constraints driving change in theseindustries. Students will be able to use concepts from thestudy of innovation to assess these constraints, and appreciate
the strategies for competition and growth suitable to theseindustries for both large corporations as well as small &medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction
What are the media &entertainment industries, andwhy do they matter?
2
Media & Economic
The role of the media &Development
entertainment industries in
economic development
3
Media & Innovation Creative industries andinnovation in Japan
4
Film & TV
Film industry, TV industry, etc.
Industries

Entertainment &Other Visual Media
Industries
Music & Media
Industries
What’s Next?

Visual media entertainment,
manga, anime, games, etc.
Music industry, distribution &payment models
Outlook for media &entertainment【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
1) Office Hours:
Class Days (Friday) 18:00-18:30 (appointment advised)— 20 —GMBA
2) Due to the COVID-19 pandemic, courses this year will
be held either in person or online according to the decisionsof Hosei University, the Business School of Innovation
Management, and the GMBA Program. Please check theuniversity website and communications from the university forthe final decision each quarter. In case of online course, pleasecheck the HOPPII system (学習支援システム) for specific online
instructions of each course.
3) Each class above (1~7) uses two class periods of 1 hour 40
minutes each, for a total of 3 hours 20 minutes per class【Outline (in English)】This course provides an introduction to the Media &Entertainment industries. This is done in the context of lessons
from the study of the innovation process, which at its core
points to a major challenge of such industries: developing
profitable business out of creative activity. These industries
include TV, film, animation, gaming, publishing and othercreative industries, with an emphasis on the situation in
Japan.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 21 —

発行日：2023/5/1

GMBA

発行日：2023/5/1【Textbooks】
None

MAN560F2

Marketing in Japan【References】
None

Marketing in Japan

大澤【Grading criteria】
Class participation 30%
1-6th presentation 30%
Final presentation 40%

裕

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA【Changes following student comments】
The restriction on the amount of presentation materials has been
removed. This is for reducing the burden of homework.
【Equipment student needs to prepare】
Personal computer

その他属性：【Outline and objectives】
The objectives of this course are to learn practical marketing method inJapan and to gain a deeper understanding of its theory.
Specifically, the students will learn how to effectively attract interestin products/services, and how to build win-win relationships with sales
partners in Japan.
(Each student will choose a product or service that he/she would like tosell in Japan.)【Outline (in English)】
The objectives of this course are to learn practical marketing method inJapan and to gain a deeper understanding of its theory.
Specifically, the students will learn how to effectively attract interestin products/services, and how to build win-win relationships with sales
partners in Japan.
(Each student will choose a product or service that he/she would like tomarket in Japan.)【Goal】The goals of this course are as follows;
1) To master how to advertise products/services attractively, how tocreate marketing materials, and how to make presentations.
2) To master negotiation skills for creating win-win relationships withsales partners in Japan.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】Lecture / Presentation / Discussion
Each student will create marketing materials and make presentations
to market a product of his/her choice in Japan.
Presentations will be made several times. By getting feedback fromother classmates and outside guests, you will come to understand yourstrengths and weaknesses.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Lecture・Types of sales partners
・Difficulties of marketing in Japan
2
Self-Introduction
・Self-introduction andintroduction of a classmate
3
Lecture・Business practice in Japan・Win-win relationships with sales
partners
4
Presentation
・Presentation and discussion of/Discussion
what products/services you want tosell in Japan
5
Lecture・How to prepare catalogs andmarketing materials
・Tradeshows
6
Presentation
・Presentation to end-users in/Discussion
Japan
・Discussion about thepresentations
7
Lecture・Sales Promotion
・How to approach distributor
8
Presentation /・Presentation to distributors in
Discussion
Japan
・Discussion about thepresentations
9
Lecture・Pricing Strategy
・How to approach manufacturer
10
Presentation /・Presentation to manufacturers
Discussion
・Discussion about thepresentations
11
Presentation /Presentations for end-users,
Discussion
distributors and manufactures
12
Presentation /・Discussion regarding marketing
Discussion
materials and presentations
13
Presentation /・Final presentations for end-users,
Discussion
distributors and manufactures
14
Presentation /・Final presentations for end-users,
Discussion
distributors and manufactures【Work to be done outside of class (preparation, etc.)】
Each student will prepare six PowerPoint presentations.(As a standard,
4 hours for preparation and 1 hour for review: a total of 5 hours.)— 22 —GMBA
5

MAN560F2

Service Management in Japan
6
Service Management in Japan

7

KENNETH G PECHTER
単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This course provides an introduction to Service Managementin Japan. This is done in the context of lessons from the studyof the innovation process, for which the service sector is a key
and growing platform, and which also provides a framework
for understanding challenges to service sector growth inJapan. The Japan-specific context for Service Management is
explored, with special attention on such cultural artifacts as“omotenashi” - Japanese style hospitality - which is widely
considered to be a core asset of Japanese service offerings.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of Service
Management in Japan, and the forces driving it. Uponcompletion of the course, students should have a basic
knowledge of the main components of and expectations forthe service sector in Japan and overseas, of the specificcharacteristics of services in Japan, and of the major
constraints driving change in them. Students will be able
to use concepts from the study of innovation to assess these
constraints, and appreciate the word “Omotenashi” (Japanesestyle hospitality), which has become the focal point for the
discussion of services and Service Management in Japan forboth large corporations as well as small & medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction
What is service management?
2
Global Promise of
Economic development and theServices
service sector
3
Promise of Services Economic development andin JapanJapan’s service sector
4Services &Problem solving,
Innovation
organizational dynamics andservice management

Inside the Black Box
of Service
Businesses
Tourism andOmotenashi
What’s Next?

発行日：2023/5/1

Japanese-style communicationand the service business value
chain
What is Omotenashi, and doesit make an industry?
Outlook for service
management【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
1) Office Hours:
Class Days (Thursday) 18:00-18:30 (appointment advised)— 23 —

GMBA

発行日：2023/5/1

2) Due to the COVID-19 pandemic, courses this year will
be held either in person or online according to the decisionsof Hosei University, the Business School of Innovation
Management, and the GMBA Program. Please check theuniversity website and communications from the university forthe final decision each quarter. In case of online course, pleasecheck the HOPPII system (学習支援システム) for specific online
instructions of each course.
3) Each class above (1~7) uses two class periods of 1 hour 40
minutes each, for a total of 3 hours 20 minutes per class【Outline (in English)】This course provides an introduction to Service Managementin Japan. This is done in the context of lessons from the studyof the innovation process, for which the service sector is a key
and growing platform, and which also provides a framework
for understanding challenges to service sector growth inJapan. The Japan-specific context for Service Management is
explored, with special attention on such cultural artifacts as“omotenashi” - Japanese style hospitality - which is widely
considered to be a core asset of Japanese service offerings.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 24 —

GMBA
10/16

MAN560F2

Innovation in Global business
Innovation in Global business

米倉

誠一郎

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

10/23

その他属性：

10/23【Outline and objectives】
In this course, we will study two very important issues in the 21stCentury; innovation and globalization. As to innovation, we will
focus on"social innovation," in particular. As to globalization, twovery interesting cases will be picked up; Juchheim and Toraya in
confectionery industry.
1)What is innovation? and what is social innovation?
2)How traditional companies try to global their business?
【Goal】
1) To understand the theoretical framework on innovation
2) To understand of a historical development of the global business3) To create your own innovative business ideas

10/30

10/30

11/06

11/06

【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】1) Class discussion2) Group work and group discussion3) Group presentation and direct discussion with real global
business leaders

Students will prepare
and present theirstrategic proposal toreduce CO2 and tostop the climatechange to Ms.
Tomoko Sawada, an
Al Gore Climate
Reality Leader.
How can English
school in Japan beinnovative and global.

発行日：2023/5/1

Tomoko Sawada,an Al
Comments and dialogue by/with
Ms.Tomoko Sawada, Gore
Climate Reality Leader.

Three teams compete for the best
A preparation fo strategicpresentations to Guest(2): Mr.
Shogo Okada, CEO off ProGrit
How can English
Three teams compete for the best
school in Japan be
strategic presentation to
innovative and global. Guest(2) Mr. Shogo Okada
Field study on the
A comparative study on overall
Japanese English
strategies of the Japanese
language schools
English language school
Field study on the
A comparative study on overall
Japanese English
strategies of the Japanese
language schools
English language schoolStudents will have a
Comments on students’
pitch competition for presentation by Guest Mr. Shogo
their strategic
Okada
proposal to Guest (2)A Creative discussion Lectured by Guest2: Mr. Shogo
over globalization
Okada
and global businesswith Guest (2)【Work to be done outside of class (preparation, etc.)】
In order to prepare a group presentation to invited businessleaders, Approximately 4-6 hours group works are required. It will
be a little bit hard, but will be worthwhile. (As a standard, 2 hours
for preparation and 2 hours for review: a total of 4 hours.)【Textbooks】
Seiichiro Yonekura and Anis Uzzaman, "CVC 4.0 A great reset ofJapanese companies"【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
09/25
Introduction
Why you study in Japan? Why do
we need innovation?What is
globalization business?
09/25
A theoretical frame
Innovation: Schumpeter’s 5
work of innovation
factors and Abernathy’s four cell
model. What is social
innovation?
10/02
How to make aStudents have to figure out
domestic industries
possible strategies for a very
global.
domestic industries or companies
to be
10/02
A preparation ofThree teams will Three teams
strategic proposal tocompete for the best strategic
CEO of Fast Beauty
presentation to Guest (1)10/9
The best presentation Comments on the presentation
will be presented toby Guest Mr. Ken Takahashi,
Guest (1)CEO of Fast CEO of Fast Beauty
Beauty10/9
Lecture and Dialogue Lecture and Dialogue with Guest
with Guest (1)Fast(1)Fast Beauty
Beauty10/16
The Climate Change We will study how serious theand Corporate
climate change is now and think
responsibilityof possible measures.

【References】
Al Gore, An Incovenient Truth, to be distributed.
【Grading criteria】
1) Class participation (30%)2) Group work participation and leadership (30%)3) A final term paper (40%)
【Changes following student comments】
I will make more basic lecture by Seiichiro Yonekura【Outline (in English)】In this course, we will study two very important issues in the 21stCentury; innovation and globalization. As to innovation, we will
focus on"social innovation," in particular. Was to globalization, twovery interesting cases will be picked up; Juchheim and Toraya in
confectionery industry.

— 25 —

GMBA

発行日：2023/5/1
14: 7/18

MAN560F2

Innovators and Leaders

Lecture by Ken Takahashi anddialogue with him.

【Work to be done outside of class (preparation, etc.)】
1) Group work for a case analysis
2) Group presentation preparation
3) Participation to the 2017 Nikkei BP Innovators Award(As a standard, 2 hours for preparation and 2 hours for review: a totalof 4 hours.)

Innovators and Leaders

米倉Dialogue with Ken
Takahashi

誠一郎【Textbooks】
J.A.Schumpeter, A Theory of Economic Development
Kenichi Ohmae, A creative thought from Zero to one

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA【References】
Cusumano, Microsoft Secrets
米倉誠一郎『企業家の条件』
米倉誠一郎『イノベーターたちの日本史』

その他属性：【Outline and objectives】
In order to create a new economic development, it is necessary for any
countries and regions to facilitate innovation activities by innovators.
Innovation itself, however, cannot have a greater impact on economic
development.There must be a business leader who can create a concretebusiness model by using innovation and innovative ideas. In thiscourse, we would learn relationships between innovation, innovatorsand leaders through book readings, case studies and dialogue with real
innovators and leaders.
【Goal】
1) To understand a theoretical relationship between innovation andinnovators.
2) To understand necessary capabilities to carry out innovation.
3) To understand a theoretical relationship between innovation andleaders.
4) To understand necessary capabilities to create a concrete businessmodel by using innovation.

【Grading criteria】
1) Class participation/discussion (30%)2) Group work participation and leadership(30%)3) A quality of presentation by Group work (40%)
Grade A:80-100%, Grade B:60~80%, Grade C:40-60%, Grade F: under
40%【Changes following student comments】
I will do more basic lectures.
【Outline (in English)】
In order to create a new economic development, it is necessary for any
countries and regions to facilitate innovative activities by innovators.
Innovation itself, however, cannot have a greater impact on economic
development.There must be a business leader who can establish abusiness model by using innovation and innovative ideas. In thiscourse, we would learn relationships between innovation, innovatorsand leaders through book readings, case studies and dialogue with real
innovators and leaders.

【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The class learning method is consisted of reading assignment, classdiscussion/participation, report writing, group work and dialogue with
innovators and business leaders.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1: 6/6Introduction
Why we need innovators andleaders?lectured by Dr. Yonekura
2: 6/6
Innovation and
A theoretical relationship between
Innovator in theory
innovation and innovators lectured
by Dr. Yonekura
3: 6/13
Innovators and
Why we need innovators andLeaders: Power of Two leaders lectured by Dr. Yonekura
4: 6/13
Innovation and
How to learn from historicalInnovator in practice
examples of power of two lectured
by Dr. Yonekura
5: 6/20
How to penetrate
What are core strategic factors ofAsian Market (1)?
global marketing lectured by
Lecturer Kazuki Moribe, CEO of
Spyder Initiative
6:6/20How to build
How to differentiate product,
competitive advantages proecss, and guality in global
in Asian Market (2)?
marketing by Lecturer Moribe
7: 6/26
Leadership ad
Lectured by Tomoko Sawada, aInnovation for Global
Climate Change Leader
Climate Change (1)8: 6/26
Leadership and
Lectured by Tomoko Sawada, aInnovation for Global
Climate Change Leader
Climate Change (2)9: 7/4
Leadership
Lectured by Professor Shiaw Jia
development in a
Eyo, Global International Studies,cultural differences (1) Hosei University
10 7/4
Leadership
Lectured by Professor Shiaw Jia
development in a
Eyo, Global International Studies,cultural differences (2) Hosei University
11: 7/11 Presentation Picth on a Case study on Fast Beauty, a new
strategic proposal for
venture for beauty care
Fast Beauty(1)12: 7/11 Presentation Picth on a Case study on Fast Beauty, a new
strategic proposal for
venture for beauty care
Fast Beauty(2)13: 7/18 Strtegic presentation to Feedback fro Ken Takahashi
Ken Takahashi, CEO of
Fast Beauty— 26 —

GMBA【Work to be done outside of class (preparation, etc.)】
・Each group should prepare presentation materials for the chaptersassigned to them.
・They should also review the chapters that are not assigned to themand come up with some relevant questions in advance.
・The standard preparation and review time for this class is 2 hours
each.

MAN560F2

Applied Marketing
Applied Marketing坂本

発行日：2023/5/1

和子【Textbooks】
Philip Kotler,Hermawam Kartajaya,Iwan Setiawan (2021), “Marketing
5.0: Technology for Humanity”, Wiley.

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This lecture aims to acquire cutting-edge marketing knowledge andpractical methodologies through the reading of Marketing 5.0 by Kotler.
【Goal】
Understand the transition of marketing and acquire practical utilization
methods that are in line with the needs of the times.
Be able to master marketing adapted to technological progress.
Grasp various business environment problems from a marketing
perspective and acquire clues to solve them.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.

【References】
Philip Kotler,Hermawam Kartajaya,Iwan Setiawan (2016), “Marketing
4.0: Moving from Traditional to Digital ”, Wiley.
Philip Kotler,Hermawam Kartajaya,Iwan Setiawan (2010), “Marketing
3.0: From Products to Customers to the Human Spirit ”, Wiley.
Philip Kotler, Waldemar Pfoertsch, Uwe Sponholz(2020)，“H2H Marketing: The Genesis of Human-to-Human Marketing”，Springer.
【Grading criteria】
Method of evaluation
Group presentation: 50%
Contribution to the class: 20 ％Reflection sheets ： 30 ％
【Changes following student comments】
Ingeniously create lecture content and materials to increase interest．
【Outline (in English)】This lecture aims to acquire cutting-edge marketing knowledge andpractical methodologies through the reading of Marketing 5.0 by Kotler.

【Method(s)】The lecture proceeds primarily with the use of textbooks and slidematerials.
"Marketing 5.0" the latest in a trilogy that Kotler calls Marketing X.0,
will be used as the textbook.
The group responsible for each chapter is decided in advance, and eachgroup presents a summary of one chapter, including examples applied
to real-world companies and consumer behavior.
Students will deepen their understanding of the presentation throughquestions and discussions.
Additionally, students will be required to submit a reflection sheet after
each class, where they will state what they have learned, their newfoundawareness, and any remaining questions they may have.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
第1回
Introduction
Course overview, intro of groupproject, some house-keeping works
第2回
Prior to Marketing 5.0 Overview of Marketing 1.0 ＋ 2.0①： Traditional Marketing Theory
第3回
Prior to Marketing 5.0 Overview of Marketing 3.0 ＋ 4.0②： Value Principle andSelf-Actualization
第4回
Introducing Marketing Technology for Humanity
5.0
第5回
Generation Gap inReport by group ： Baby
Marketing 5.0
Boomers,X,Y,Z
第6回
Prosperity Polarization Report by group ： Creatingin Marketing 5.0
Inclusivity and Sustainability forSociety
第7回
Digital Divide inReport by group ： Markting Tech
Marketing 5.0
Personal,Social,and Experiential
第8回
The Digital-Ready
Report by group ： One Strategy
Organization in
Doesn’t Fit All
Marketing 5.0
第9回
The Next Tech inReport by group ： It’s Time forMarketing 5.0
Human-Life Technology Take Off
第 10 回 The New CX in
Report by group ： Machines Are
Marketing 5.0
Cool,but Humans Are Warm
第 11 回 Data-Driven
Report by group ： Building a Data
Marketing in
Ecorosystem for Better
Marketing 5.0
第 12 回 Predictive Marketing
Report by group ： Anticipatingin Marketing 5.0
Market Demand with Proactive
Actor
第 13 回 Contextual Marketing
Report by group ： Making a
in Marketing 5.0
Personalised Sense-and-RespondExperience
第 14 回 Augmented Marketing Report by group ： Deliveringand Marketing in
Tech-Empowerd Human
Marketing 5.0
Interaction，Executing Operations
Pace and Scale— 27 —

GMBA

発行日：2023/5/1【Fieldwork in class】
なし / No

MAN560F2

MBA Special Lecture
MBA Special Lecture

CHANG WEI-LUN
単位数：2 単位
学期：夏期集中/Intensive(Summer)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
This module aims to offer an entertaining course forInformation Technology and Management.
It provides
students opportunities to appreciate what the essentials of
the Information Technology and Management are and how
to analyze cases from practices. This course can help us
understand the essentials of the Information Technology andManagement and action in real-life organizational contexts.
Through an appreciation of existing cases, this module seeks
to help students to respond to some of these questions andto become familiar with the principles for the Information
Technology and Management and evaluation of a businessapplication.
【Goal】
This module aims to offer an entertaining course for Information Technology and Management. It provides students achance to appreciate what are the essentials of the Information
Technology and Management and how to analyze selectedcases.
In recent years, innovative types of Information
Technology have emerged as an important indicator for IT
field. This course can help us to understand the essentialsof the Information Technology and Management and action
in real-life organizational contexts; it has the potential toproduce deep insights into organizational phenomena. As theinterest in managing an innovative business has increased
over time, however, many people have raised questions about
what innovative Business Information Systems are and how
their qualities can be assessed. Through an appreciation ofexisting cases, this module seeks to help students to respondto some of these questions and to become familiar with theprinciples for the Information Technology and Management
and evaluation of a business application.
1. Understand the concept of information technology andmanagement and the applications (e.g., business process
re-engineering, enterprise resource planning, customer relationship management, and supply chain management).
2.Analyze certain benchmarks of information technology andmanagement.
3.Apply and evaluate the cases of information technology andmanagement by case analysis.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP3”and“DP4”.
【Method(s)】This class will be lectured by Case-Based Teaching (case analysis). Students have to read required materials and prepare
questions/comments in order to facilitate the discussion. Active
participation and interaction is required during the class. The
used method aims to achieve:
1.Searching for answers
2.Flexible application
3.Rich contexts
4.Two-way dialogue【Schedule】授業形態：対面/face to face
No.
Theme
Contents
8 月 28 Introduction &Introduce the concept and日
Orientation
requirements
8 月 28 The importance ofUnderstand the pros and cons日
ICTof ICT.
8 月 28 The competition ofUnderstand the competitive日
ICT in enterprises
advantage ICT
8 月 28 Case: Case-Cirque
Case discussion
日du Soleil
Understand the basic idea of
8 月 29 Business Process
日
Reengineering
BPR and steps to conduct it
8 月 29 Case: PNB Housing Case discussion
日
Finance Limited
8 月 29 Enterprise Resource Understand what ERP is in日Planning (ERP)
enterprises
8 月 29 Case: VLF Hospital Case discussion
日
8 月 30 Customer
Understand the concept and日
relationshipkey factors of CRM
management (CRM)
8 月 30 Case: HEC
Case discussion
日Montréal
8 月 30 Supply chain
Understand the new ICT on日management (SCM) SCM.
8 月 30 Case: Walmart
Case discussion
日
8 月 31 Final Presentation
Each student will need to日select a local case related to IT
industry for final presentation.
8 月 31 Final Presentation
Each student will need to日select a local case related to IT
industry for final presentation.
【Work to be done outside of class (preparation, etc.)】
Group participation and discussion are required in the class.
individual presentation is needed for final case analysis in thelast class.(As a standard, 2 hours for preparation and 2 hours
for review: a total of 4 hours.)【Textbooks】
Handouts and reading materials will be provided by lecturer.
【References】
The supplemental material will be randomly provided in thefirst class (powerpoint files and cases).
【Grading criteria】
In-class group discussion: 50%
Final presentation: 50%【Changes following student comments】
No records.
【Equipment student needs to prepare】
Students may have own laptops in the class in case the needsof Internet access for group work.
【Others】
Students can contact the lecturer regarding the course details
if needed (wlchang@ntut.edu.tw).

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes— 28 —

GMBA【Outline (in English)】This module aims to offer an entertaining course forInformation Technology and Management.
It provides
students opportunities to appreciate what the essentials of
the Information Technology and Management are and how
to analyze cases from practices. This course can help us
understand the essentials of the Information Technology andManagement and action in real-life organizational contexts.
Through an appreciation of existing cases, this module seeks
to help students to respond to some of these questions andto become familiar with the principles for the Information
Technology and Management and evaluation of a businessapplication.

— 29 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

MAN650F2

Project 1-A (Internship)
Project 1-A(Internship)

高田

朝子、米倉

誠一郎、Kenneth Pechter

単位数：6 単位
学期：秋学期授業/Fall
授業分類：専門演習
Global MBA
その他属性：【Outline and objectives】
Project 1-A is an internship (referred to as Internship 1),
which generally takes place with a regional government officein Japan. (At the discretion of the faculty, however, incertain cases according to the background of the individual
student, placements may be made instead to private sector,
non-profit sector or – in rare cases – overseas organizations.)
The internship takes place for at least 160 hours overapproximately 12 weeks in the November-February time periodof the Global MBA (GMBA) Program Academic Year 1.
The purpose of Internship 1 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are arranged and assigned by the GMBA
program faculty.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 1 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) instead of 1-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result from GMBA
program decisions, not simply because the student prefers to
do a field research project.)
In case of a time conflict during Academic Year 1, it is possible
though not recommended that Project 1-A may be taken in Year
2 along with Project 2-A.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Internship 1 provides a real-world business learning experience. This serves as a complement to the project-basedlearning approach promoted in the Hosei Business Schoolof Innovation Management, in which classroom learning isfacilitated though the exploration of practical, real-world
problem solving. Internship 1 (and later Internship 2 inAcademic Year 2) corresponds to the “project method” used in
the Japanese MBA programs residing in the Business School
alongside the English-language GMBA program. This enables
the student to acquire working knowledge and develop criticalassessment abilities that form a solid foundation for a career
as a management professional.
As the majority of students in the GMBA program are
anticipated to be non-native Japanese speakers, Internship
1 also provides the opportunity for students to be exposed
to intensive Japanese language and cultural learning while
experiencing real-world workplace conditions in Japan. This
enables the student to cultivate the global perspective that the
GMBA program values.
The primary job responsibility of interns is to work on projects
assigned to them by their host organization, as well as on
their own individual project on topics assigned by the GMBA
program, such as the improvement of inbound tourism.
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】In order to clarify the purpose and procedures, and to explain
the specific goal and deliverables of Internship 1, orientation
meetings are provided in the months prior to the internship,
and this is furthermore supported by individual discussions
with the internship coordinators.
The internship itself is a required over 160 hours, during which
the student works with the internship organization under the
direction of a supervisor in the assigned organization. The
general format for the internship is small-group hybrid format,
in which, say, two to five students are assigned to work with aregional organization, and work is carried out via a range of
remote and face-to-face action. This range goes from online
video meetings to city visits and/or city stays.
This amount of time varies over the course of the internship,
but the total hours by the end of February will be at least 160
hours.
Weekly timesheets and periodic internship reports in English
are required, as will be specified during the orientation andassignment period, with the final report of the same format
due within a week of finishing the internship.
Towards the end of the internship students will make a
Summary Presentation to their host organizations at theinternship location (face-to-face if possible, but online isacceptable).
A Final Presentation will be made at theInternship Presentation Conference in Tokyo in late February.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes— 30 —

GMBA【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Internship 1
General information on
Orientation Period
Internship 1
Week 1
2
Internship 1
General information on
Orientation Period
Internship 1
Week 2
3
Internship 1
General information on
Orientation Period
Internship 1
Week 3
4
Internship 1
Familiarization with hostPlanning Period
region and organization
Week 1
5Internship 1
Familiarization with hostPlanning Period
region and organization
Week 2
6
Internship 1
Familiarization with hostPlanning Period
region and organization
Week 3
7
Internship 1
Determination of internshipPreparation Week 1 project topic
8
Internship 1
Determination of internshipPreparation Week 2 project topic
9
Internship 1
Determination of internshipPreparation Week 3 project topic
10
Internship 1
Finalization of project work inInternship Week 1
coordination with regionalorganization
11
Internship 1
Finalization of project work inInternship Week 2
coordination with regionalorganization
12
Internship 1
Finalization of project work inInternship Week 3
coordination with regionalorganization
13
Internship 1
Summary Presentation at
Internship Week 4internship location
14
Internship 1 Final
Final Presentation in TokyoWeek

発行日：2023/5/1

After returning to Tokyo a Final Presentation will be made at
the Internship Presentation Conference. This presentation is
generally in English, although students for whom their English
is stronger than their Japanese may challenge themselves topresenting in Japanese if they desire.
(In general students may expect 2 to 4 hours per weekof preparation prior to the internship, 10 to 20 hours per
week during the internship and in preparation for the Final
Presentation after the internship.)【Textbooks】
Not applicable【References】
Not applicable【Work to be done outside of class (preparation, etc.)】
The student must attend the orientation meetings (dates to beannounced).
During the first part of the internship, students will work insmall groups to learn about their assigned regions, and startinteracting with internship hosts.
As this interaction proceeds, student groups will work with
their hosts to develop an appropriate project topic or two, which
they will work towards completion by the end of the internship.
Faculty will support the students in this effort.
Students will keep track of their working hours in weekly
timesheets and submit these regularly, as will be specified
during the orientation and assignment period.
During the term of the internship, periodic internship reports
in English are required, as will be specified during theorientation and assignment period, with the final report of thesame format due within a week of finishing the internship.
Towards the end of the internship, the student will makea presentation to their host organization summarizing theirassigned duties during the internship, their own individual
project (for example, promotion of inbound tourism), and their
feelings on the overall internship experience. The student isencouraged to do this Summary Presentation in Japanese (orbilingual Japanese and English) if at all possible, both as agoal for improving Japanese ability, and as an expression ofgratitude to hosts who have so kindly accepted the student for
the internship. Ideally this would be done at the internshiplocation, although remote presentation is also acceptable.

【Grading criteria】[Final grade is determined by]・Administrative Cooperation 30%
・Professional Communications 30%
・Project Planning & Execution 40%
Students will be judged on their overall professional attitudeand completion of assigned tasks.
The assigned tasks include:- Attendance at orientation and training sessions- Creation and maintenance of a weekly timesheet (detailed
instructions to be provided during the orientation period)- On-time submission of regular reports in English (detailed
instructions to be provided during the orientation period)- Submission of final weekly report, and a Summary Presentation (in Japanese if possible) at the internship location, anda Final Presentation (usually in English but Japanese also
possible) at the Internship Presentation Conference following
the internship (detailed instructions to be provided during theorientation period)
Professional attitude will be judged on characteristics including the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in training- Proper and business-like communications in email and reportsubmissions- Critical assessment and decision-making during the internship- Collegial relationships with colleagues in both the GMBA
program and at the internship locations- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
In making the assessments, the GMBA faculty also works with
the internship hosting organizations, so that the overall grade
will also take account of the intern’s performance as assessedby the intern’s supervisor in the organization.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business— 31 —

GMBA

発行日：2023/5/1

3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication

This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Changes following student comments】
Although the small-group hybrid internship format is robust,
it is always possible that operations of the internship could
be affected by COVID-19 pandemic. The faculty and/or theInnovation Management Office will provide guidance should
this happen.
【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.
【Others】
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
Specifically in the case of internship courses, the internshipmay be changed to a full online or hybrid online/face-to-faceformat.
【Outline (in English)】Project 1-A is an internship (referred to as Internship 1),
which generally takes place with a regional government officein Japan. (At the discretion of the faculty, however, incertain cases according to the background of the individual
student, placements may be made instead to private sector,
non-profit sector or – in rare cases – overseas organizations.)
The internship takes place for at least 160 hours overapproximately 12 weeks in the November-February time periodof the Global MBA (GMBA) Program Academic Year 1.
The purpose of Internship 1 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are arranged and assigned by the GMBA
program faculty.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 1 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) instead of 1-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result from GMBA
program decisions, not simply because the student prefers to
do a field research project.)
In case of a time conflict during Academic Year 1, it is possible
though not recommended that Project 1-A may be taken in Year
2 along with Project 2-A.

— 32 —

GMBA

MAN650F2

Project 1-B (Field Research)
Project 1-B(Field Research)

KENNETH G PECHTER
単位数：6 単位
学期：秋学期授業/Fall
授業分類：専門演習
Global MBA
その他属性：【Outline and objectives】
Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result from
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency

発行日：2023/5/1【Goal】
Field Research provides real-world business learning experiences. Project 1-B (Field Research) in Academic Year 1 andProject 2- B (Field Research) in Academic Year 2 correspondto the “project method” (also known as Project-based Learning)used in the Japanese MBA programs residing in the Business
School alongside the English-language GMBA program, inwhich learning is facilitated though the exploration ofpractical, real-world problem solving. This enables the student
to acquire working knowledge and develop critical assessment
abilities that form a solid foundation for a career as amanagement professional.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
It is permissible but not required for the Project 2-B (Field
Research) project in Year 2 to build on the work done in Year 1
for the Project 1-B (Field Research) project
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The student is to develop and carry out a Field Research projectplan in consultation with and under the guidance of a faculty
advisor or advisors. In order to do this, the student will first
identify a general area or areas of interest based on past andcurrent work experience and career interest. Then with thisas a starting point, the student will meet with the faculty
advisor(s) to be determined by the GMBA faculty.
The project is to be identified through the literature search andconsultation with the faculty adviser(s) to identify a company
or topic for the project. Appropriate methods of inquiry both
qualitative and quantitative will be used, including but notlimited to interviews, survey questionnaires and data analysis.
The findings of the project should be synthesized into businessrecommendations and summarized in a project report. Upon
approval by the faculty adviser(s), the report will be submitted
to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.

— 33 —

GMBA

発行日：2023/5/1

The deliverables ( problem statement, project thesis, projectplan, and initial, midterm, and final report) will be written in
English, and based on regular (weekly-to-monthly) meetings
with the faculty advisor(s). The final report is due a weekprior to the Internship Presentation Conference to be held
about February of each year, and will be accompanied by a
Final Faculty Presentation to the faculty advisor(s) and otherrelevant faculty.
A Final Presentation will be made at the Internship
Presentation Conference in Tokyo (usually in English but
Japanese also possible for students whose English ability isstronger than their Japanese ability).
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Orientation
General guidance on theprocess of Field Research
project
2
Research Methods
Overview of general Field
Overview
Research methodology
3
Problem
Identification of general
Identification
problem
4ProblemDevelopment of problem issues
Development
5
Presentation ofPresentation of arrived at
Problem Statement problem statement for
discussion by faculty advisor(s)6Project Planning
Discussion and development ofproject approach
7
Literature Review
Review of literature relevantto the project topic, problem,and methodology
8
Project Design
Bring together projectapproach and findings fromthe literature search into adesign of the project9
Presentation ofPresentation of arrived at
Project Planproject design for discussion byfaculty advisor(s)10Field Work 1
Planning of field work
(company visits, survey
questionnaires, etc)
11
Field Work 2
Carrying out of field work
12
Project Conclusion
Synthesis of problem findings
into businessrecommendations
13
Faculty
Presentation of project
Presentation
findings and recommendations
to faculty advisor(s)14Final Presentation
General Presentation of project
findings and recommendationsat Internship Presentation
Conference【Work to be done outside of class (preparation, etc.)】
The student is to develop and carry out a field research projectplan in consultation with and under the guidance of a faculty
advisor or advisors.
In order to do this, the student will first identify and generalareas of interest based on past and current work experienceand career interest, and with this as a starting point, faculty
advisor(s) will be determined by the GMBA faculty (but will
include the faculty assigned to this course).

The field research is to be conducted through the literaturesearch, and in consultation with the faculty adviser(s) to
identify a company and/or topic for the project. Appropriate
methods of inquiry both qualitative and quantitative will
be used, including but not limited to interviews, survey
questionnaires, and data analysis. All of this will be supportedby the management principles being learned in the GMBA
courses. The findings of the project should be synthesized
into business recommendations and summarized in a project
report. Upon approval by the faculty adviser(s), the report will
be submitted to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
These deliverables will be written in English, and based on
regular (weekly-to-monthly) meetings with faculty advisor(s).
The final report is due a week prior to the Internship
Presentation Conference to be held about February of eachyear.
Towards the end of the project, the student will make a Final
Faculty Presentation to the faculty advisor(s) and any otherrelevant faculty members, in which the student presents thefield research topic, problem, analytical approach, findings andfield research conclusion. This is done in English.
After the Field Research is finished, a Final Presentation will
be made at the Internship Presentation Conference in Tokyo.
This is a simplified version of the Faculty Presentation, suited
for a general audience. This presentation is generally inEnglish, although students for whom their English is stronger
than their Japanese may challenge themselves to presenting inJapanese if they desire.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
(Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.)【Textbooks】
Not applicable【References】
Not applicable【Grading criteria】[Final grade is determined by]・Administrative Cooperation 30%
・Professional Communications 30%
・Project Planning & Execution 40%
Students will be judged on their overall professional attitude,
completion of assigned tasks, development the Field Research
project, and findings resulting from the project.
The assigned tasks include:- Attendance at orientation and regular meetings with thefaculty advisor(s)- Creation of a problem statement, research thesis, andresearch plan (detailed instructions to be provided during theorientation period)- On-time submission of initial, midterm, and final reports(detailed instructions to be provided during the orientation
period)— 34 —

GMBA- Presentation of Field Research project at the Final Faculty
Presentation (in English) and at the Internship Presentation
Conference (usually in English but Japanese also possible forstudents whose English ability is stronger than their Japaneseability)
Detailed instructions on the above task will be provided during
the orientation period and via the regular faculty advisor
meetings.
Professional attitude will be judge on characteristics including
the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in all aspects of the Field Research
Project- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with faculty advisor(s) and otherfaculty- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
For Project 1-B and Project 2-B, assessment of the Field
Research project will place greater weight on the planning andthe implementation of the project than it will for the project
results.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.

発行日：2023/5/1【Others】
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work is not
purely academic. Rather, the focus is on practical analysis andproblem-solving on par with the type of problems encounteredby management professionals, especially those in Japaneseorganizations or organizations based in Japan. Given thisobjective, Field Research reports and presentations are notmodeled after typical academic papers, but instead should takethe form and style of standard business materials. It does notconstitute a standard Master’s Thesis.
Moreover, the Business School of Innovation Management is
a Professional School, not a research-oriented Master’s degree
program. For these reasons, the completion of the Field
Research project and the attainment of the MBA degree itself
do not necessarily guarantee advancement to further doctoral
study such as PhD. The decision as to whether the Field
Research work supports such advancement is solely at thediscretion of the academic program the student may apply toin the future.
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【Outline (in English)】Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result from
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.

— 35 —

GMBA

発行日：2023/5/1

As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 36 —

GMBA

MAN650F2

Project 2-A (Internship)
Project 2-A(Internship)

米倉

誠一郎、Kenneth Pechter

単位数：6 単位
学期：年間授業/Yearly
授業分類：専門演習
Global MBA
その他属性：【Outline and objectives】
Project 2-A is an internship (referred to as Internship 2), which
generally takes place at a private sector company in Japan. (Atthe discretion of the faculty, however, in certain cases according
to the background of the individual student, placements may
be made instead to other organizations or – in rare cases –overseas organizations). The internship takes place for at least
160 hours sometime in the summer-fall-winter time period of
the Global MBA (GMBA) Program Academic Year 2.
The purpose of Internship 2 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are generally found by the students themselves, but the GMBA program faculty also help support thisprocess and will make appropriate introductions for students
in need.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 2 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 2-B(Field Research) instead of 2-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result from GMBA
program decisions, not simply because the student prefers to
do a field research project.)
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Internship 2 provides a real-world business learning experience. This serves as a complement to the project-basedlearning approach promoted in the Hosei Business Schoolof Innovation Management, in which classroom learning isfacilitated though the exploration of practical, real-world
problem solving. Internship 2 (and Internship 1 in Academic
Year 1) corresponds to the “project method” used in theJapanese MBA programs residing in the Business School
alongside the English-language GMBA program. This enables
the student to acquire working knowledge and develop criticalassessment abilities that form a solid foundation for a career
as a management professional.

発行日：2023/5/1

As the majority of students in the GMBA program are
anticipated to be non-native Japanese speakers, Internship2 also provides the opportunity for students to be exposed
to intensive Japanese language and cultural learning while
experiencing real-world workplace conditions in Japan. This
enables the student to cultivate the global perspective that the
GMBA program values.
Student interns perform as if they were regular employeesof the organization, including expectations of neatness,
punctuality, productivity, and openness to supervision (thisrule still holds in the case the internship is conducted in remoteformat according to the judgment of the host company). The
primary job responsibility of interns is to work on projects
assigned to them by their host organization, as well as on
their own individual project on topics assigned by the GMBA
program, such as a competitiveness assessment. Interns arealso expected to do routine tasks and clerical work.
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】In order to clarify the purpose and procedures, and to explain
the specific goal and deliverables of Internship 2, orientation
meetings are provided in the months prior to the internship,
and this is furthermore supported by individual discussions
with the internship coordinators.
The internship itself is a required over 160 hours, during which
the student works in the internship organization under the
direction of a supervisor in the assigned organization.
Based on a maximum full-time work schedule, the internships
are expected to last longer than a single month but will often
be completed within 2 months. However, the internship may
also take longer than 2 months if the work schedule is fewer
than 8 hours a day, 5 days a week; this is fine.
In general students are not permitted to finish the internshipin less than a single month. In cases where the student has
a valid reason for wanting to finish the internship within asingle month, permission may be granted on a case-by-casebasis. The student is required to bring such requests to the
Office in advance for consideration of a grant of permission.
Periodic internship reports in English are required, as will be
specified during the orientation and assignment period, withthe final report of the same format due within a week offinishing the internship.
Towards the end of the internship the student will makea Summary Presentation to their host organizations at theinternship location, A Final Presentation will be made at theInternship Presentation Conference in Tokyo following theinternships.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Internship 2
General information on
Orientation Period
Internship 2
Week 1— 37 —

GMBA

発行日：2023/5/1

2

Internship 2
Orientation Period
Week 2
Internship 2
Orientation Period
Week 3
Internship 2 Search& Negotiation Week
1

3

4

5

6

7
8
9
10
11
12

13

14

General information on
Internship 2(In general students may expect 2 to 4 hours per week ofpreparation prior to the internship, just the internship hours
worked during the internship, and then 5 to 10 hours per week
in preparation for the Final Presentation after the internship.)

General information on
Internship 2【Textbooks】
Not applicable

Student searches forinternship leads, approaches
potential host company, andnegotiates for internshipplacementInternship 2 Search Student searches for& Negotiation Week internship leads, approaches2
potential host company, andnegotiates for internshipplacementInternship 2 Search Student searches for& Negotiation Week internship leads, approaches
3
potential host company, andnegotiates for internshipplacementInternship 2
Work at company
Internship Week 1
Internship 2
Work at company
Internship Week 2
Internship 2
Work at company
Internship Week 3
Internship 2
Work at company
Internship Week 4Internship 2
Work at company, makeInternship Week 5
Summary Presentation
Internship 2
Finalizing internship matters
Follow-up Week 1
and preparing final report andpresentation
Internship 2
Finalizing internship matters
Follow-up Week 2
and preparing final report andpresentation
Internship 2 Final
Final Presentation in Tokyo
Week【References】
Not applicable【Work to be done outside of class (preparation, etc.)】
The student must attend the orientation meetings (dates to beannounced).
During the term of the internship, the student will participate
in the activities of the host organization, as well as work on
an individual project (such as conducting a competitivenessassessment of the organization).
Periodic internship reports in English are required, as will be
specified during the orientation and assignment period, withthe final report of the same format due within a week offinishing the internship.
Towards the end of the internship, the student will make a
Summary Presentation to their host organization summarizing
their assigned duties during the internship, their own
individual project (for example, competitiveness assessment,
assuming the organization welcomes such an assessment), andtheir feelings on the overall internship experience. The student
is encouraged to do this Summary Presentation in Japanese(or bilingual Japanese and English) if at all possible, both asa goal for improving Japanese ability, and as an expression ofgratitude to hosts who have so kindly accepted the student for
the internship (unless of course the organization uses English
as their standard language).
After the internships are finished, a Final Presentation will
be made at the Internship Presentation Conference in Tokyo.
This presentation is generally in English, although students
for whom their English is stronger than their Japanese may
challenge themselves to presenting in Japanese if they desire.

【Grading criteria】[Final grade is determined by]・Administrative Cooperation 30%
・Professional Communications 30%
・Project Planning & Execution 40%
Students will be judged on their overall professional attitudeand completion of assigned tasks.
The assigned tasks include:- Attendance at orientation and training sessions- On-time submission of regular reports (detailed instructions
to be provided during the orientation period)- Submission of final weekly report, and a Summary Presentation (in Japanese if possible) at the internship location, anda Final Presentation (usually in English but Japanese also
possible) at the Internship Presentation Conference following
the internship (detailed instructions to be provided during theorientation period)
Professional attitude will be judge on characteristics including
the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in training- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with colleagues in both the GMBA
program and at the internship locations- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
In making the assessments, the GMBA faculty also works with
the internship hosting organizations, so that the overall grade
will also take account of the intern’s performance as assessedby the intern’s supervisor in the organization.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication— 38 —

GMBA【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.
【Others】
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
Specifically in the case of internship courses, the internshipmay be changed to a full online or hybrid online/face-to-faceformat.
【Outline (in English)】Project 2-A is an internship (referred to as Internship 2), which
generally takes place at a private sector company in Japan. (Atthe discretion of the faculty, however, in certain cases according
to the background of the individual student, placements may
be made instead to other organizations or – in rare cases –overseas organizations). The internship takes place for at least
160 hours sometime in the summer-fall-winter time period of
the Global MBA (GMBA) Program Academic Year 2.
The purpose of Internship 2 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are generally found by the students themselves, but the GMBA program faculty also help support thisprocess and will make appropriate introductions for students
in need.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 2 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 2-B(Field Research) instead of 2-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result from GMBA
program decisions, not simply because the student prefers to
do a field research project.)
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 39 —

発行日：2023/5/1

GMBA

発行日：2023/5/1

MAN650F2

Project 2-B (Field Research)
Project 2-B(Field Research)

米倉

誠一郎、Kenneth Pechter

単位数：6 単位
学期：年間授業/Yearly
授業分類：専門演習
Global MBA
その他属性：【Outline and objectives】
Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result from
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Field Research provides real-world business learning experiences. Project 1-B (Field Research) in Academic Year 1 andProject 2- B (Field Research) in Academic Year 2 correspondto the “project method” (also known as Project-based Learning)used in the Japanese MBA programs residing in the Business
School alongside the English-language GMBA program, inwhich learning is facilitated though the exploration ofpractical, real-world problem solving. This enables the student
to acquire working knowledge and develop critical assessment
abilities that form a solid foundation for a career as amanagement professional.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
It is permissible but not required for the Project 2-B (Field
Research) project in Year 2 to build on the work done in Year 1
for the Project 1-B (Field Research) project
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The student is to develop and carry out a Field Research projectplan in consultation with and under the guidance of a faculty
advisor or advisors. In order to do this, the student will first
identify a general area or areas of interest based on past andcurrent work experience and career interest. Then with thisas a starting point, the student will meet with the faculty
advisor(s) to be determined by the GMBA faculty.
The project is to be identified through the literature search andconsultation with the faculty adviser(s) to identify a company
or topic for the project. Appropriate methods of inquiry both
qualitative and quantitative will be used, including but notlimited to interviews, survey questionnaires and data analysis.
The findings of the project should be synthesized into businessrecommendations and summarized in a project report. Upon
approval by the faculty adviser(s), the report will be submitted
to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.

— 40 —

GMBA
The deliverables ( problem statement, project thesis, projectplan, and initial, midterm, and final report) will be written in
English, and based on regular (weekly-to-monthly) meetings
with the faculty advisor(s). The final report is due a weekprior to the Internship Presentation Conference to be held
about February of each year, and will be accompanied by a
Final Faculty Presentation to the faculty advisor(s) and otherrelevant faculty.
A Final Presentation will be made at the Internship
Presentation Conference in Tokyo (usually in English but
Japanese also possible for students whose English ability isstronger than their Japanese ability).
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Orientation
General guidance on theprocess of Field Research
project
2
Research Methods
Overview of general Field
Overview
Research methodology
3
Problem
Identification of general
Identification
problem
4ProblemDevelopment of problem issues
Development
5
Presentation ofPresentation of arrived at
Problem Statement problem statement for
discussion by faculty advisor(s)6Project Planning
Discussion and development ofproject approach
7
Literature Review
Review of literature relevantto the project topic, problem,and methodology
8
Project Design
Bring together projectapproach and findings fromthe literature search into adesign of the project9
Presentation ofPresentation of arrived at
Project Planproject design for discussion byfaculty advisor(s)10Field Work 1
Planning of field work
(company visits, survey
questionnaires, etc)
11
Field Work 2
Carrying out of field work
12
Project Conclusion
Synthesis of problem findings
into businessrecommendations
13
Faculty
Presentation of project
Presentation
findings and recommendations
to faculty advisor(s)14Final Presentation
General Presentation of project
findings and recommendationsat Internship Presentation
Conference【Work to be done outside of class (preparation, etc.)】
The student is to develop and carry out a field research projectplan in consultation with and under the guidance of a faculty
advisor or advisors.
In order to do this, the student will first identify and generalareas of interest based on past and current work experienceand career interest, and with this as a starting point, faculty
advisor(s) will be determined by the GMBA faculty (but will
include the faculty assigned to this course).

発行日：2023/5/1

The field research is to be conducted through the literaturesearch, and in consultation with the faculty adviser(s) to
identify a company and/or topic for the project. Appropriate
methods of inquiry both qualitative and quantitative will
be used, including but not limited to interviews, survey
questionnaires, and data analysis. All of this will be supportedby the management principles being learned in the GMBA
courses. The findings of the project should be synthesized
into business recommendations and summarized in a project
report. Upon approval by the faculty adviser(s), the report will
be submitted to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
These deliverables will be written in English, and based on
regular (weekly-to-monthly) meetings with faculty advisor(s).
The final report is due a week prior to the Internship
Presentation Conference to be held about February of eachyear.
Towards the end of the project, the student will make a Final
Faculty Presentation to the faculty advisor(s) and any otherrelevant faculty members, in which the student presents thefield research topic, problem, analytical approach, findings andfield research conclusion. This is done in English.
After the Field Research is finished, a Final Presentation will
be made at the Internship Presentation Conference in Tokyo.
This is a simplified version of the Faculty Presentation, suited
for a general audience. This presentation is generally inEnglish, although students for whom their English is stronger
than their Japanese may challenge themselves to presenting inJapanese if they desire.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
(Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.)【Textbooks】
Not applicable【References】
Not applicable【Grading criteria】[Final grade is determined by]・Administrative Cooperation 30%
・Professional Communications 30%
・Project Planning & Execution 40%
Students will be judged on their overall professional attitude,
completion of assigned tasks, development the Field Research
project, and findings resulting from the project.
The assigned tasks include:- Attendance at orientation and regular meetings with thefaculty advisor(s)- Creation of a problem statement, research thesis, andresearch plan (detailed instructions to be provided during theorientation period)- On-time submission of initial, midterm, and final reports(detailed instructions to be provided during the orientation
period)— 41 —

GMBA

発行日：2023/5/1- Presentation of Field Research project at the Final Faculty
Presentation (in English) and at the Internship Presentation
Conference (usually in English but Japanese also possible forstudents whose English ability is stronger than their Japaneseability)
Detailed instructions on the above task will be provided during
the orientation period and via the regular faculty advisor
meetings.
Professional attitude will be judge on characteristics including
the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in all aspects of the Field Research
Project- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with faculty advisor(s) and otherfaculty- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
For Project 1-B and Project 2-B, assessment of the Field
Research project will place greater weight on the planning andthe implementation of the project than it will for the project
results.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.

【Others】
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work is not
purely academic. Rather, the focus is on practical analysis andproblem-solving on par with the type of problems encounteredby management professionals, especially those in Japaneseorganizations or organizations based in Japan. Given thisobjective, Field Research reports and presentations are notmodeled after typical academic papers, but instead should takethe form and style of standard business materials. It does notconstitute a standard Master’s Thesis.
Moreover, the Business School of Innovation Management is
a Professional School, not a research-oriented Master’s degree
program. For these reasons, the completion of the Field
Research project and the attainment of the MBA degree itself
do not necessarily guarantee advancement to further doctoral
study such as PhD. The decision as to whether the Field
Research work supports such advancement is solely at thediscretion of the academic program the student may apply toin the future.
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【Outline (in English)】Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result from
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.

— 42 —GMBA
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 43 —

発行日：2023/5/1

GMBA

発行日：2023/5/1
2) Thiel, P. A., & Masters, B. (2014). Zero to one: Notes on startups, or
how to build the future. Broadway Business.
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
3. Pre-reading of 1)&2) 180min
4. Preperation for group presentation 60min each
5. Preperation for final essay 180min

MAN570F2

Japanese Management
Japanese Production Management & Supply Chain Management

長谷川

卓也

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA【Textbooks】
No textbook will be used. Handouts will be provided by the lecturer.

その他属性：【Outline and objectives】
Since the Meiji Restoration (1868) and the end of World War II (1945),
Japan has achieved great success and economic prosperity. Whileglorious examples are published in textbooks, disappointing examples
may or may not be. This course is intended for those who wish tolearn about the gap between ideals and reality through unfortunate
examples of Japanese-style management and apply the knowledge tofuture business creation.
1) Identify the gap between ideal and reality
2) Select and analyze a specific case study3) Identify irrational behavior and countermeasures【Goal】In addition to general knowledge of innovation science, students
will develop critical thinking based on behavioral and evolutionary
economics, recognize stagnation of innovation in the real world, andformulate original hypotheses and responses to overcome it.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP3”and“DP5”.
【Method(s)】Introduction and discussion with two guest lectures and three grouppresentations. Students are required to submit a "Final Essay". The
essay is a short 6 pages in PowerPoint format, so students are required
to maximize the density of information in a limited number of words.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【References】
1934 The Theory of Economic Development 2nd Ed.: Joseph Schumpeter
1970 The Structure of Scientific Revolutions 2nd Ed.: Thomas Kuhn
1997 The Innovator’s Dilemma: Clayton Christensen
2000 UBIQUITY: Mark Buchanan
2008 Predictably Irrational: Dan Ariely
2010 HBR’s 10 Must Reads The Essentials: Harvard Business SchoolPress
2014 Zero to One: Peter Thiel【Grading criteria】
Class contribution (40%)
Group discussion and presentation (40%)
Final essay (20%)- 5% Template (organized?)- 5% Unique (new?)- 5% Reasoning (deep?)- 5% Conclusion (specific?)【Changes following student comments】
Final essay:
1.Cover page (1 page)
2.Executive Summary (1 page)
3.My Unique Findings (3 pages)
4.Conclusion (1 page)- Identify the gap.
- Create a nice but tentative idea, break it yourself, create an idea thatis just a little better than that, and break it again yourself. Repeat theprocess three or four times.
【Equipment student needs to prepare】
Notebook computer【Others】
Work experience of the lecturer:
https://www.linkedin.com/in/takuya-hasegawa-4759243b/
The lecturer has over 30 years of experience in advanced technology
and market development with more than 100 team members and 500
suppliers + partners.
In 2012-15, he served as a chief engineer of Nissan’s last fuel cell electricvehicle research prototype.
In 2021, he and his co-founder established a Japanese hydrogentechnology company to further accelerate the deployment of large-scaleenergy storage systems with automotive fuel cell and water electrolyzer
technologies.
https://www.birdyfuelcells.com/【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction (1)Self-introduction of the instructor
and students
2
Lecture (1)“Japanese management” by Peter
Drucker, Business creation andbusiness operation
3
Group presentation (1) "Drucker’s paper: Difference
between 1971 and 2020"
4
Lecture (2)Structural Inertia, Water bathheating, Peter Thiel & Normal
distribution, The PayPal mafia
5
Guest lecture (1)"Leadership and management"(Hiroshi Tamura, Brand
Ambassador of GT-R & Z, Nissan
Motor, Japan)
6
Guest lecture (2)"Leadership and management"(Hiroshi Tamura, Brand
Ambassador of GT-R & Z, Nissan
Motor, Japan)
7
Lecture (3)Guest lecture review (short grouppresentation), Final Essay, Review,
Schumpeter theory
8
Lecture (4)Oslo manual, Confront thestagnation, #1Diversity, #2Future
Projection
9
Lecture (5)#3Nazokake, #4Bystander effect10
Lecture (6)Episode ZERO of Birdy Fuel Cells
LLC
11
Guest lecture (3)“A review of the economic concept‒ ecosystem design" (Xiao Yang,senior consultant, Deloitte
Tohmatsu Consulting)
12
Lecture (7)Long delay, Philosophers
13Group presentation (3) "Confront the stagnation"
14Group presentation (4) "Confront the stagnation"【Outline (in English)】Since the Meiji Restoration (1868) and the end of World War II (1945),
Japan has achieved great success and economic prosperity. Whileglorious examples are published in textbooks, disappointing examples
may or may not be. This course is intended for those who wish tolearn about the gap between ideals and reality through unfortunate
examples of Japanese-style management and apply the knowledge tofuture business creation.
1) Identify the gap between ideal and reality
2) Select and analyze a specific case study3) Identify irrational behavior and countermeasures【Work to be done outside of class (preparation, etc.)】
Please read before the course starts.
1) Drucker, P.F. (1971). What we can learn from Japanese management.
Harvard Business Review (March/April 1971), pp. 110-22. (https://hbr.
org/1971/03/what-we-can-learn-from-japanese-management)— 44 —

GMBA

MAN570F2

Japanese Production Management ＆ Supply
Chain Management
Japanese Management

長谷川

卓也

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
その他属性：【Goal】In addition to general knowledge of production management and supply
chain management, students will acquire critical thinking based on
cost engineering and behavioral economics, recognize stagnation of
innovation in the real world, and formulate original hypotheses andcountermeasures to overcome it.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”and“DP4”.
【Method(s)】Introduction and discussion with three guest lectures and four grouppresentations. Students are required to submit a "Final Essay". The
essay is in Power Point format and is only 6 pages long, so students are
required to maximize the density of information with a limited numberof words.

【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Introduction (1)Course assessment
2
Lecture (1)Objectives of this course, About
wealth, Basics knowledge, A quiz3
Lecture (2)How to dive into the blue ocean,
Simple. Simple. Simple.,
Dichotomy, Skunkworks
4
Group presentation (1), Quiz 2
Lecture (3)Theory of Constraints, Innovation
analysis in industry, A-U Theory,
Art of approximation
5
Guest lecture (1)"Semiconductor Industry" (iXOS
Co., Ltd., Koichi Nakajima,
President)
6
Guest lecture (2)"Automotive Industry" (Deloitte
Tohmatsu Consulting, Fumikazu
Kitagawa, Partner)
7
Group presentation (1) Art of Approximation
8
Guest lecture (3)"Hydrogen Industry" (Hywealth,Katsuhiko Hirose, CEO & Chief
Consultant)9
Lecture (4)Dr. Hasegawa’s Fermi Estimate:world energy design10
Lecture (5)Value added Price per kg, Tradestatistics
11
Group presentation (2), Trade statistics
Lecture (6), Inertia & Pivot, Schumpeter’s fivecases, Impairment loss, Five cases+ Inertia
12
Lecture (7)An instinctive problem of
disruptive innovation, Prof.
Christensen’s prescription, Human
instincts in economics
13
Group Presentation (3) "Confront the stagnation"
14Group Presentation (4) "Confront the stagnation"1) Goldratt, E. M., & Cox, J. (2016). The goal: a process of ongoing
improvement. Routledge.
2) ザ・ゴール コミック版 単行本（ソフトカバー） ‒ 2014/12/5
エリヤフ・ゴールドラット/ジェフ・コックス
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
3. Pre-reading of 1) or 2) 120min
4. Preperation for group presentation 60min each
5. Preperation for final essay 180min【Textbooks】
No textbook will be used. Handouts will be provided by the lecturer.

【Outline and objectives】
After World War II, Japan has led the world in all aspects of production
and supply chain management, including design, purchasing, manufacturing, transportation, and delivery methods. Today, however, Japanis facing a serious stagnation in innovation. This course will focus on
how to recognize and overcome this stagnation in innovation by focusing
on raw material and manufacturing costs of various products, withlectures by guest speakers with expertise in the automotive, hydrogen,and semiconductor industries. The objective of this course is not tolearn academic theory, but to develop practical skills, especially in costcalculation, necessary for business.

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes

発行日：2023/5/1【References】
Web:
1. http://www.toyota.co.jp/jpn/company/vision/production_system/
2. http://www.nissan-global.com/JP/NISSANCRAFTSMANSHIP/
3.
http://keio-ocw.sfc.keio.ac.jp/International_Center/09B-016_e/list.
html
Book:
1. https://www.amazon.co.jp/ 英語で kaizen-トヨタ生産方式-成沢-俊子/dp/4526060151【Grading criteria】
Class contribution (40%)
Group discussion and presentation (40%)
Final essay (20%)- 5% Template (organized?)- 5% Unique (new?)- 5% Reasoning (deep?)- 5% Conclusion (specific?)【Changes following student comments】
Final essay:
1.Cover page (1 page)
2.Executive Summary (1 page)
3.My Unique Findings (3 pages)
4.Conclusion (1 page)- Identify the gap.
- Create a nice but tentative idea, break it yourself, create an idea thatis just a little better than that, and break it again yourself. Repeat theprocess three or four times.
【Equipment student needs to prepare】
Notebook computer【Others】
Work experience of the lecturer:
https://www.linkedin.com/in/takuya-hasegawa-4759243b/
The lecturer has over 30 years of experience in advanced technology
and market development with more than 100 team members and 500
suppliers + partners.
In 2012-15, he served as a chief engineer of Nissan’s last fuel cell electricvehicle research prototype.
In 2021, he and his co-founder established a Japanese hydrogentechnology company to further accelerate the deployment of large-scaleenergy storage systems with automotive fuel cell and water electrolyzer
technologies.
https://www.birdyfuelcells.com/【Outline (in English)】After World War II, Japan has led the world in all aspects of production
and supply chain management, including design, purchasing, manufacturing, transportation, and delivery methods. Today, however, Japanis facing a serious stagnation in innovation. This course will focus on
how to recognize and overcome this stagnation in innovation by focusing
on raw material and manufacturing costs of various products, withlectures by guest speakers with expertise in the automotive, hydrogen,and semiconductor industries. The objective of this course is not tolearn academic theory, but to develop practical skills, especially in costcalculation, necessary for business.

【Work to be done outside of class (preparation, etc.)】
Please read 1) or 2) before the course starts.

— 45 —

GMBA

発行日：2023/5/1【Textbooks】
Reference text books will be recommended.

MAN570F2

Open Innovation【References】(i) A guide to Open Innovation and CrowdSourcing: Advice from Experts
in the Field (Edited by Paul Sloane)(ii) Open Service Innovation (Henry Chesbrough)(iii)
https://hbr.org/2006/03/connect-and-develop-inside-proctergambles-new-model-for-innovation

Open Innovation

RADHAKRISHNAN NAIR
単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
その他属性：【Outline and objectives】
Open Innovation (OI) enables companies to access wider externalinnovation sources to accelerate the pace of innovation needed to sustain
business in the fast changing world and stay competitive. Several
global companies successfully created OI strategies which helped themaccelerate innovation to market and build business. Procter andGamble’s Connect and Develop (C&D) is one of the well known
examples.
The course will start with introducing the need of accelerated innovationin the fast changing world and ,through subsequent lectures anddiscussions, build an overview of OI strategies, models and successful
examples. The course is aimed introducing OI as one of the strategies tobuild business by accessing external innovation sources.
【Goal】
The course is designed to introduce Open Innovation (OI) mindset
through compelling case studies from world’s leading innovative
companies.
At the end of the course, students will get basic understanding of OI
with successful examples through case studies and their own researchon companies doing OI.
Students will be introduced to resources through reference books andarticles to further enable them to learn more on OI and prepare them toinfluence the organizations they work for in the future.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”【Method(s)】Group discussion- debate , lectures, case study analysis. Researchingand presentations of OI examples from global and domestic corporations. Group exercise on developing OI strategies for different businessscenarios.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Grading criteria】(i) Class Participation 50% and 50% on the 3 assignments below)(ii) Case study and presentation - Students need to research on Open
Innovation example of a company of their choice and make presentation.
(iii) Short essay on OI case study - Make a short essay (max 2 pages)
based onthe case study research above.
(iv) Group work and presentation - Group work on business case study
and shortpresentation【Changes following student comments】
Guest Lecture by Japanese industry expert on Open Innovation.
【Equipment student needs to prepare】
none【Others】
none【none】
none【none】
none【none】
none【none】
none【none】
none【Outline (in English)】Open Innovation (OI) enables companies to access wider externalinnovation sources to accelerate the pace of innovation needed to sustain
business in the fast changing world and stay competitive. Several
global companies successfully created OI strategies which helped themaccelerate innovation to market and build business. Procter andGamble’s Connect and Develop (C&D) is one of the well known
examples.
The course will start with introducing the need of accelerated innovationin the fast changing world and ,through subsequent lectures anddiscussions, build an overview of OI strategies, models and successful
examples. The course is aimed introducing OI as one of the strategies tobuild business by accessing external innovation sources.

【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Types of InnovationIntroduction to Types ofIntroductory Lecture.
Innovation.. Sustaining, disruptive.
Examples and case studies.
2
Open Innovation
Introducing Open Innovation. Why
frame-work.
Open Innovation and why
companies adapt OI. P&G Casestudy and examples.
3
Strategic Approach toManagement strategies for aOpen Innovation ‒successful Open Innovation.
Leadership Issues and Challenges.
4
Organization
Developing OI culture in theDevelopment for Open organization.
Innovation.
Identifying Opportunities. Case
Studies.
5
Tools for Open
Different approaches of Open
Innovation
Innovation explained with casestudies from companies.
Risk Avoidance in OI. Businessmodels for OI. Legal, IP issues in
OI. Pitfalls of OI.
6
Developing OI network OI network and partnerships, how
and building OI
to develop effective external eco
partnership.
system.
Case studies.
7
Future Vision of OpenHow OI will evolve in the new
Innovation
digital era. Crowd sourcing,
Hackathons, Lean Innovation【Work to be done outside of class (preparation, etc.)】
Reading recommended books, articles, and also some examples (internet
search and read)(As a standard, 2 hours for preparation and 2 hours forreview: a total of 4 hours.)— 46 —

GMBA【Work to be done outside of class (preparation, etc.)】
授業では、事前課題を読んでくる必要があります。
グループ学習では、課題対象となった企業や経営者の戦略分析あるいはリーダーシップ分析について、グループで集まって自主的に勉強会およびプレゼ
ンの準備が要請される。現在、日本で活躍する企業家の招聘を調整しています。楽しみに。本授業の準備学習・復習時間は、各 2 時間を標準とします。

MAN570F2

Business Leader Development Ⅱ
Business Leader Development Ⅱ米倉

発行日：2023/5/1【Textbooks】『経営革命の構造』（岩波新書）、『２枚目の名刺』（講談社α新書）、『イノベー
ターたちの日本史』（東洋経済新報社）

誠一郎

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA【References】
青島矢一・加藤俊彦『経営戦略論』（東洋経済）
チャンドラー『組織は戦略に従う』（ダイヤモンド社）など

その他属性：【Outline and objectives】
世界の経営環境を、人口、経済成長率、ビジネスリーダーに必要なミクロ・マ
クロにわたる社会経済情報を身につけるだけでなく、現象を表層的ではなく歴史的に捉える思考法を学びます。
また、現代のビジネスリーダーにもっとも必要なイノベーションとリーダー
シップついて実例を基に学習します。特に、日本で活躍する実際の経営者をゲストに招き創造的な対話を行います。
また、イノベーションに対する理論的な理解を深めるとともに、イノベーションを遂行する企業家（entrepreneur) のあり方や実践力を学びます。
【Goal】
１）ビジネスリーダーに必要な組織・戦略に対する基礎知識の獲得
２）イノベーションを類型化する能力と、イノベーションに必要とされるア
ントルプルヌアシップの構造的理解
３）自分でビジネスモデルを構築する能力を習得
４）ビジネスモデルや事業戦略のアイデアを理論的に記述し、短い時間で的確にプレゼンテーションできる能力の習得
５）チームで事前課題を分析処理し、成果をあげるリーダーシップ実践力の獲得を目指します。

【Grading criteria】
成績評価は、
１）双方向講義やクラスディスカッションにおける発言回数とその質によって評価します（３０％）２）グループワークでは、分析・提言への貢献度。プレゼンテーションの質。
リーダーシップの実践を評価します（３０％）３）最終試験・レポートは①アイデアの斬新性、②論理性、③エビデンス、④
実行可能性によって評価します（４０％）。
【Changes following student comments】
フィードバックが来た段階で前向きに修正していきたいと思います。
【Equipment student needs to prepare】
パワーポイントによるプレゼンテーション【Outline (in English)】
この講義では、１）ビジネスリーダーに必要なリーダーシップのあり方、２）
ビジネスリーダーとイノベーションとの関係、３）ビジネスリーダーのケー
ススタディ、４）実際にリーダーとして活躍している企業経営者への戦略提案・ディスカッション、の４項目でを行われます。

【Which item of the diploma policy will be obtained by taking this class?】
イノベーション・マネジメント研究科のディプロマポリシーのうち、「DP1」「DP2」「DP3」「DP4」「DP5」に関連Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】
授業は双方向型の講義あるいはディスカッション形式で構成されますので、失言を恐れずにどんどん発言することが重要です。チームによるグループワー
クでは、ゲストに迎える企業および経営者の戦略分析をすることが要請されますので、積極的に分析・提言プロセスに関わって下さい。また、チーム内でのリーダーシップやプロフェッショナリズムの発揮も重要です。さらに、成果物のプレゼンテーションのコンペも行います。
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1:( 4/15) ・イントロダクション
授業の進め方について・日本の長期停現象につ 日本やグローバル経済の現状認識に関いてする講義
2: (4/15) ・デジタル・トランス
・生産性向上と DX パワーとフォーメーションとは？ ・５つの新結合要素
・シュムペーターのイノ
ベーション
3: (4/22) ・クリステンセンのイノ
ベーションと多様性
・教育とソーシャル・ビ
ジネス
4: (4/22)
アジアにおける海外進出を担う戦略的リーダーシップについて学ぶ
5: (4/29) イノベーションとは何か イノべーションとは何かについて概括的に理解する
6: (4/29) Entrepreneurship とは 日本で企業家精神あるいは起業家精神
何かと訳されている「アントルプルヌア
シップ」ついて理解する
7: (5/13) グループワーク発表（１） グループによるゲスト経営者①
8: (5/13) グループワーク発表（２） グループによるゲスト経営者①
9: (5/20) ゲスト経営者①へのプレ プレゼン選出チームによる経営者へのゼンテーション
プレゼン10:
ゲスト経営者①とのディ ゲスト経営者①の講評と講話(5/20)
スカッション
11:
グループワーク発表（３） グループによるゲスト経営者②への提(5/27)
言内容を発表（３チーム）
12:
グループワーク発表（４） グループによるゲスト経営者②への提(5/27)
言内容を発表（３チーム）
13:
ゲスト経営者②への戦略 プレゼン選出チームによる経営者への(7/22)
提言
プレゼン14:
ゲスト経営者②とのディ ゲスト経営者②による講評と経営論・(7/22)
スカッション
戦略論の講義— 47 —

GMBA

発行日：2023/5/1
6

MAN570F2

Entrepreneurship and New Business Creation
Entrepreneurship and New Business Creation

小村

隆祐

7

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
8

その他属性：【Outline and objectives】
This course focuses on “Entrepreneurship”, the way to survive/ thrivein the VUCA(*) world. The students will learn about the uniquemindset & way of behaviors that entrepreneurs practice through classdiscussions and experiencing the business formulation process in groupand individually. This course is an action-oriented course with several
hands-on experiences & workshops. The students are encouraged toembrace teamwork, unleash creativity and actually take action.
*The acronym of “Volatility, Uncertainty, Complexity and Ambiguity.”【Goal】
Upon the completion of this course, the students should be able to:Understand the mindset & the unique way of behaviors that
entrepreneurs have and practice it
Acquire the fundamental understanding of knowledge & terminologies
in the sphere of startup/ entrepreneurship
Gain the confidence as an entrepreneur or to be entrepreneurial to makea difference in the uncertain world (Yes you can do it!)

9

10

11
12

13
14

【Which item of the diploma policy will be obtained by taking this class?】
Program is intended to acquire all of dp1 to dp5. But order is illustrated
in terms of Likelihood of acquiring.
【Method(s)】1. Class discussions & Lectures
2. Workshop
3. Dialogue with gusset speakers (Entrepreneur, VC etc)
4. The students will formulate two types (group and individual) of
launch plan(*) of their business(or NPO) throughout the course withlearnings from each class and present (pitch) them in the course*We use the term, “Launch Plan” instead of “Business Plan” asentrepreneurial activities are dynamic and must be always adaptive topossible changes. In other words, there is no definite plan for a businessespecially in the early phase with much uncertainty. What we can do isfairly create a “launch plan”.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】授業形態：対面/face to face
No.
Theme
Contents
1
Entrepreneurial
How can we be an entrepreneur?
Mindset (& Action)
Or what is entrepreneurship after
all!? In this session, we will focus
on the unique mindset & way of
behaviors that entrepreneurs
practice to start yourentrepreneurial journey.
2
Unleashing YourCan anybody be creative? Yes
Creativity
creativity is for everyone. We will
unleash (y)our creativity throughsome hands-on experience.
3
The power of team
Collaboration is the source ofinnovation but it can be a reallytiring process. We will look into
what is good about "team" and how
we can unleash the possibility ofteam.
4
Evolving as a teamIn this session, we will cultivate
the teamwork with group-work.
5
Design Thinking Design thinking emphasizes direct
Introduction
observation, engagement, and deep
understanding of userneeds and behavior. The
fundamental framework of Design
Thinking is introduced in thissession.

Design Thinking PracticeDesign thinking emphasizes direct
observation, engagement, and deep
understanding of userneeds and behavior. We willpractice several methodologies of
Design Thinking following the
introduction.
The Pitch
Entrepreneurship is a process ofacquiring resources to pursue anopportunity from the external. We
will focus on the effective way ofcommunication in the form of"pitch" to practiceentrepreneurship.
Business Model
Business Model Canvas is
introduced. You will map out yourbusiness idea on the framework to
examine the feasibility of your idea.
Rocket Pitch (Mid-term Rocket Pitch is a pitch format of 3
presentation)
minutes & 3 slides. You will
present your business ideas withthe format.
Guest Speaker Session We will dialogue with a real1
entrepreneur in order to cultivate
the understanding ofentrepreneurship.
Startup Finance The foundation of startup financePrimeris introduced.
Guest Speaker Session We will dialogue with a real2
entrepreneur in order to cultivate
the understanding ofentrepreneurship.
Final Pitch
You will pitch your launch plan in
Presentation
the class.
Reflection & Growing
In the world of entrepreneurship,
Pain
action trumps everything but also
reflection trumps everything too.
We will reflect the journey you
have taken throughout the courseand extract the learning out of it.
As a final topic we will also touchupon the frequent pitfalls that
entrepreneurs/ startups face as
they grow.

【Work to be done outside of class (preparation, etc.)】
The students are required to work on two types of the business ideas(group and individual) outside the class. Assignments will be announced
after each class. The students are expected to dedicate, on average, twohours for the preparation for each class.
【Textbooks】
N/A【References】
・Leonard A. Schlesinger, Charles F. Kiefer, Paul B. Brown.(2012) Just
Start: Take Action, Embrace Uncertainty, Create the Future | ISBN-10: 1422143619 | ISBN-13 : 978-1422143612【Grading criteria】
1. Class Participation/ : 50%
The course contains a number of interactive discussions.
Class
Participation is judged on quantity and quality of the contribution to
the discussion/group-work within the classes. Leadership Contributionthat deepen the class learning is highly valued.
2. Rocket Pitch(Mid-term Presentation) 10%
The students are required to submit & perform the pitch based on thepitch format suggested in the class.
3. Final Presentation 40%
The final presentation will be judged by 1) Entrepreneurship (how muchaction/ experiment to be taken in order to improve your business ides), 2)
Persuasiveness (How convincing your presentation is), 3)Social Impact(How promising your business idea is to create social impact, whether itis really feasible in terms of technology or with your team)【Changes following student comments】
N/A【Equipment student needs to prepare】
PC or other devices that is needed to work on the launch plan within theclasses— 48 —

GMBA【Others】
Ryusuke is a passionate supporter for entrepreneurs of all kinds
and an experienced entrepreneur himself. He started his career as
an intrapreneur within a Japanese major corporation. After having
received MBA degree from Babson College, he worked for GLOBIS
as a senior consultant. At GLOBIS he was involved with a numberof projects of executive education for Japanese major corporations& organization development of startup. He was also engaged with
developing several cases that focus on entrepreneurship & startup fora business school. Since 2018 he has been leading the establishmentof Venture Café Tokyo, the innovation ecosystem/ community builder inJapan that is part of a global innovation network from Boston(Venture
Café Global Institute).
【Outline (in English)】This course focuses on “Entrepreneurship”, the way to survive/ thrivein the VUCA(*) world. The students will learn about the uniquemindset & way of behaviors that entrepreneurs practice through classdiscussions and experiencing the business formulation process in groupand individually. This course is an action-oriented course with several
hands-on experiences & workshops. The students are encouraged toembrace teamwork, unleash creativity and actually take action.
*The acronym of “Volatility, Uncertainty, Complexity and Ambiguity.”— 49 —

発行日：2023/5/1