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Section 3
The Utilization of DX in Kansai:
Opportunities and Risks for Firms
OSHIMA, Hisanori

1. Introduction
DX is the abbreviation of “digital transformation” and broadly means businessmodel reforms with ICT. According to the Ministry of Economy, Trade and Industry (METI), the definition1) of DX is that a firm handles drastic changes in
its business environment and reforms its products, services and business modelusing data and digital technologies based on customer and social needs, andthat the firm reforms its operations, organization, processes, corporate culture
and nature to establish competitive advantages. This paper will describe environmental changes, new opportunities and risks in Japan and the Kansai Area,
assuming DX mainly for firms.

2. The Significance of DX in Japan and the Promotion Status(1) The Significance of DX in Japan
In 2018, the METI pointed out the delay in DX in Japan and has prepared DX
facilitation measures for firms since then. We will now look at the significance ofadvancing DX and its current status.
In Japan, commercial systems such as ERP are used with made-to-ordersoftware or customized general-use software in many cases. This may have been
because the personnel system of long-term employment and career development was consistent with the long-held system operations that were improved
when needed. However, it has been pointed out that operational expertise islost due to staff replacements, which obscures the system. This becomes a hindrance that results in DX not being carried out. If an update of an operation
system is delayed, “A user firm cannot fully utilize explosively increasing data
and realize DX, which may lead to the firm losing digital competitiveness. The

1) The word “digital transformation” was first used in Stolterman and Fors (2004) as themeaning of “changes that the digital technology causes or influences in aspects of human
life.”(p.689) Since then, the word has been used, emphasizing changes particularly in business.

Section 3 / The Utilization of DX in Kansai: Opportunities and Risks for Firms

187

US (n=300)
Survey in 2017：
Japan (n=333)
0

10

20

30

40

50

60

70

80

90

100
（％）

Implement DX as part of the ﬁrm's strategy
Implement DX at the departmental level
Demonstrating DX experiment
Considering DX toward implementation
Collecting DX information
Do not implement DX
Do not know of DX
Do not understand DX

Figure 3-3-1

Part Ⅱ
Part Ⅳ

Japan (n=344)

Part Ⅲ(2) DX Promotion Status
The Japan Electronics and Information Technology Industries Association(JEITA) and IDC Japan surveyed Japanese and American firms with 300 employees or over. The survey shows that 37.5% of Japanese firms answered thatthey do not implement DX yet (the total responses of “Collecting DX information,” “Do not implement DX,” and “Do not know of DX”). This greatly exceeds
the 17% of American firms (Figure 3-3-1). Another survey conducted by the Information-Technology Promotion Agency, Japan also concludes that many large
and medium-sized firms are making little progress on DX practices.
Further, the Japan Users Association of Information Systems surveyed thefirms that are listed on the first section of the Tokyo Stock Exchange or considered equivalent on the issues that they want to solve with ICT investment. The
survey shows that an interest in “reforming the business model” increased forthree consecutive years, but that other issues aiming to ascertain business performance and efficiency still ranked higher (Figure 3-3-2).
As seen, acceleration of DX is prompted in Japan. This paper will discuss
opportunities and risks when advancing DX, based also on the environmental

Part Ⅰ

absence of IT operation and maintenance staff also results in a great technical debt and difficulties in maintaining and inheriting the business foundation.”
These issues may surface as a massive economic loss. The METI estimates thatan economic loss of JPY 12 trillion per year will incur after 2025.

Comparison of the status of DX efforts in Japan and the US

Source: JEITA (2021), p. 4, extracted from “*3 The Status of DX Efforts”

188

Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemic
0

5

10

Business model reforms
Customer-focused management
Workstyle reforms(teleworking, paperless, etc.)
Security enhancements
Enhancements of the sales channels
and sales force
Cost reductions in IT development
and operations

Diﬀerentiation of products andservices, adding high value
Responses to globalization

Accelerating the business-operation process(shortening the lead time)
Enforcement of internal communication
Enforcement of information collaboration
within the supply chain
Review of the business continuity plan (BCP)

15

20

25

17.7
18.4
18.3
16.6

Promptly ascertain business performanceand information (real time management)
Eﬃciency of the business-operation process(labor saving and reduction in operation cost)

7.9
6.9
8.3
7.0

15.4

30

35 (%)

28.9
28.0

4.2
6.4
Not surveyed

6.2
Not surveyed
5.4
6.3
7.1
5.3
4.0
5.4
4.7
5.1
5.8
4.7
4.1
3.1 4.3
4.3
2.9
2.3
3.6
4.0
2.0
0.9
1.5
1.9
1.7
1.7

FY 2020（n=1139）
FY 2019（n=960）
FY 2018（n=1063）

Figure 3-3-2

Changes in medium and long-term management issues that firms wantto solve with IT investment over the years (from FY 2018 to FY 2020)

Source: Japan Users Association of Information Systems (2021), p.73, Figure 2-2-3

changes due to the COVID-19 pandemic.

3. Changes in the DX Environment Due to the COVID-19
Pandemic
The COVID-19 epidemic that occurred at the end of 2019 has changed the world
a great deal. We will now look at the social changes from three aspects: cities,
firms and startups. When doing so, we will refer to trends observed at CES(former name: Consumer Electronics Show), a consumer technology exhibition
held online in January 2021, and at South by Southwest (SXSW) conferences
held online in March of the same year.
(1) Responsive Cities
One of the changes that has occurred due to the COVID-19 pandemic is that cities have demonstrated a “pivot” ability, which means changing flexibly and swiftly in line with environmental changes. Various activities in cities have avoided
crowds and moved to rural areas from city centers. People’s flow also changed
its sphere from wide areas like traveling to narrow areas like daily life. In response to demand generated by these changes, new services have been created.
Cities are evolving as “responsive cities,” providing new services with the pivot

(2) Firms’ Missions
The COVID-19 pandemic has also changed firms’ viewpoints. Particularly notable points are that they highlight “social missions” more than ever before andthat they have global viewpoints.
Along with the keynote speeches and press conferences at the CES, many
firms conducted conferences and exhibitions focusing on changes in lifestyles
and workstyles, such as stay-at-home and teleworking, and on sustainability,
such as energy saving and climate change (for the keynote speeches, refer toTable 3-3-1). This did not seem unrelated to policy changes due to the US presidential election immediately before the CES, and the viewpoints already seenin the past CES exhibitions were apparently more emphasized. Japanese firms
exhibiting there were also asked to show a deep understanding of diversity, theenvironment, and the seriousness of their initiatives.

2) For example, from the panel discussion of the CES 2021 “Smart Cities: Traditional City-Living Makes Way”
3) From the panel session “Adaptable Cities: Tech & the Urban Evolution”
4) Refer to http://austintexas.gov/sharedmobility.

Part Ⅱ
Part Ⅲability or demonstrating resilience2).
A typical example of services that have grown with the pivot ability is Uber
Eats. It has popularized a service that meets stay-at-home demand by using bicycles as the infrastructure and connecting the last one mile between restaurants
and customers by creating a structure where the needs of restaurants, customers and delivery partners are matched.
There are also many kinds of support that can be provided with aging-population-specific services going forward. At the SXSW, a case where a supermarket’s delivery network supports resilience was introduced3). In the healthcare
field, Amazon Care started operations throughout the US in 2021 to provide
medical services, and this is exactly what a delivery network is. It is a service
that completes the whole process: remote diagnosis, delivery of medication, anddispatch of nurses. In the background to this is a matching technology for doctors and nurses’ visits. Although Osaka Prefecture and Osaka City also have ahealthcare concept in their smart city strategies, it is limited to remote diagnoses.
Note, however, that the pivot ability may change even the operations of tangible aspects in cities. The City of Austin, known as the venue of SXSW in Texas, has implemented an administrative measure for rapidly popularizing rental
E-scooters, such as establishing ridable zones based on riding histories4).

Part Ⅰ

189

Part Ⅳ

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Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemic

Table 3-3-1
Firm

Outline of each firm’s keynote speech at CES 2021
OutlineAMD

Value creation for such sectors as education, jobs and entertainment by using
new high-speed processors

Best Buy

Responses to the COVID-19 pandemic prioritizing consumers' safety, andinitiatives concerning innovation creation and diversification

General Motors

Electric vehicles aiming for zero CO2 emissions, and smart vehicles aiming forzero accidents and no traffic jams

Microsoft

Appealing to the importance of using technologies with a conscience, using
security risks and the appropriate use of AI as examples

VerizonValue creation in sports broadcasting, education, transportation and entertainment, etc. using 5G

WalmartMeasures to maintain supply chains in the COVID-19 pandemic, and initiatives concerning climate change and inclusion, including development of
human resources

Source: Prepared by the author based on each firm’s keynote speech

At SXSW as well, sessions were titled including the words “diversity” and“inclusion” along with global viewpoints, indicating an awareness that firms area public organ of society. Japanese firms used to have some of these viewpoints.
In fact, we may find answers to the latest issues around us and this might be an
opportunity to study the old to understand the new.
I believe that advancing DX will require reliable ideas for businesses as well
as a sense of crisis. Firms are realizing significant changes in the business background, but they also need to reform their awareness that values to be provided
are becoming social factors. If they do not respond to this, they may be unable
to maintain their businesses.
(3) Innovation Creation
In the COVID-19 pandemic, new services for meeting stay-at-home demand
grew, such as home fitness, online games, and photo-sharing service. On theother hand, startup development aiming to solve medium and long-term social
issues has been continuing regardless of the environmental changes.
In 2019, the EU established a fund for EIC (Europe Innovation Council)
to support firms in implementing new technologies5). In addition, global smart
cities in each country have shown developments aiming for innovation creation.
One example is the City of Oslo, Norway, known as one of the most advanced
smart cities in the world. The City introduced the large-scale event Oslo In5) Refer to the website of the European Innovation Council (https://ec.europa.eu/commission/presscorner/detail/en/IP_19_1694)

Section 3 / The Utilization of DX in Kansai: Opportunities and Risks for Firms

1916) Appeared in the panel discussion of the SXSW “Scandinavia: Re-Thinking Mobility, Munch& Green Biz”
7) Startup Division of Aichi Pref. hosted the online session “Regional Startup Ecosystems by
Academic Incubators” at the SXSW 2021 as part of supporting startups that aim for overseas business development. Five Japanese startups made a short presentation there.

Part Ⅱ
Part Ⅲ(1) DX Status in Kansai
In addition to the environmental changes stated earlier, Kansai has unique environmental conditions concerning DX.
According to the Teikoku Databank’s survey, the number of head offices
moving out of the Osaka area (Osaka, Kyoto, Hyogo, and Nara Prefectures)
exceeded the number of those moving into the area for 29 consecutive years up
to 2019. Considering that highly successful DX initiatives are promoted by relatively senior staff like CEOs and officers (Figure 3-3-3), it may be becoming
difficult to advance DX based on Kansai’s business environment due to its lossof head office functions. I believe that reforming business models associatedwith DX requires obtaining broad and global information even from Kansai andto foster a sense of crisis and the necessity of DX. We need to consider more how
an organization should be in the sense of preventing it from receiving biased
information.
In terms of firms’ assertiveness toward business model reforms in Kansai,
notable movements have been observed in small and medium-sized firms andcommunities other than metropolitan areas. For instance, Miserubayao in Yao
City is an example of a base facility that is jointly operated by small or medium-sized firms in the community for handing down manufacturing and cooperating for creating new value.
In terms of solving regional issues, some municipalities have recognized
the need to take measures to address the severely decline population and to

Part Ⅳ

4. DX Status and New Opportunities in Kansai

Part Ⅰnovation Week as one of the sponsors at the SXSW6). Among municipalities inJapan, Aichi Prefecture sponsors an SXSW event as a startup support initiative7).
Municipalities also recognize startups as something to bring forth and develop.
Many of such startups regard solving social issues as their primary reason
for existing and aim to establish sustainable businesses. Further, startups formteams which attract various human resources with strong feelings. Global-scalecompetition to hire excellent human resources has begun among startups, andwe need to create an environment where the competitiveness of Japan does not
fall behind the world.

192

Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemic0Overall (n=581)

2012.2 10.0 9.1

40

23.9

More achievements
28.6
14.3 14.3
than expected (n=7)
Achievements as
12.4 15.2 13.3
19.0
expected (n=105)
Currently determining
13.0
9.9
8.4
25.0
the achievements (n=416)
Achievements were not 3.8 5.7
26.4
18.9
as expected (n=53) 0.0

60

（％）
100

80

19.1

25.6

14.3

28.6

22.9
18.0

0.0

17.1
25.7

45.3

Chief Executive Oﬃcer (CEO)
Chief Information Oﬃcer (CIO)
Chief Digital Oﬃcer (CDO)
Other oﬃcers (head oﬃce)
Other oﬃcers (business)
No one in the management

Figure 3-3-3

Digital promotion leader by achievement for digitalizing products
and services

Source: Japan Users Association of Information Systems (2021), p. 138, Figure 4-5-3

promote industry, such as Aizuwakamatsu City, Takamatsu City and Kakogawa
City. These cities are clearly DX-oriented as one of their future strategies, having
a stronger sense of crisis about their survival than large cities. Compared tothem, there is little broad collaboration among prefectures in Kansai and local
collaboration sharing a sense of crisis.
It is notable that advanced cases with regards to a sense of crisis, speed ofchange and collaboration are occurring in small and medium-sized firms andprovincial cities, or in slightly different places than conventionally.
(2) Trends in New Town Development
1. Large-Scale Projects in OsakaAs is widely known, new opportunities emerge in Kansai. In April 2021, aiming to be designated as the Cabinet Office’s Super City-type National StrategicSpecial Zones, Osaka Prefecture and Osaka City applied for designation withthree projects—the Yumeshima Construction, the Osaka-Kansai World Expo,and the Umekita 2nd Project—at two greenfield areas8) (Yumeshima and the
Umekita 2nd Project). In this application, state-of-the-art future social services
are planned.
Meanwhile, there is a brownfield development plan for the district to theeast of Osaka Castle. This area includes the Morinomiya district where the Osa8) Greenfield refers to new development in undeveloped areas and brownfield refers to redevelopment in existing urban areas.

(3) Ecosystems for Business Creation
1. Place Creation by Firms and Universities
Innovation creation is impossible by a company alone and has increasingly been
conducted through inter-firm and industry-academia collaborations as a matter

9) The concept of super block was planned by the Urban Ecology Agency of Barcelona, which
ensured the explanations and information disclosure to residents using the civil participation website “decidim” (https://www.decidim.barcelona/). As a result, the super block was
first tried in a small district, and then gradually implemented in wider areas in the city.

Part Ⅱ
Part Ⅲka Metropolitan University’s campus will be built, and innovation creation isplanned with a central focus on the university.
All of these plans are raised in Osaka Prefecture and Osaka City’s smart
city strategies as area development cases, and they are expected to provide new
business opportunities and to collect and utilize data as one of the measures toimprove quality of life.
2. Participation of Civic Tech
The participation of civil engineering technology or “civic tech” in solving
towns’ issues has greatly increased, like the Tokyo Metropolitan Government’s
COVID-19 measures website, for example. At the same time, the regional administrations have also become generous and positive toward citizen participation. In Osaka’s case, the Code for Osaka, a civic tech NPO, constructed Osaka
Prefecture’s COVID-19 measures website. It then concluded a business cooperation agreement with Osaka Prefecture and has engaged in activities related totowns’ issues, such as holding a great many hackathons and other events.
In civic tech, the administration, citizens and engineers discuss, learn, identify issues and consider solutions together as a group. Looking at such an approach, the group formed should be suitable for these initiatives, find it easy
to make decisions speedily and be the right size. I believe that it is essential
particularly for large cities to go through the following process: 1) a measure
is conducted experimentally in a small unit, 2) a sense of ownership is fosteredthrough dialogue with citizens, and then 3) the measure is moved to a largescale implementation. One example is the “super block” initiative in Barcelona,
Spain, which puts small city blocks together into a large block and prohibits carsfrom driving into that block9).
On considering the objective for solving issues in line with a community, it
is important to have the value of “it is for the community.” We need to consider
how to enhance communication with the relevant people, starting first from ascale that is easy to function.

Part Ⅰ

193

Part Ⅳ

Section 3 / The Utilization of DX in Kansai: Opportunities and Risks for Firms

194

Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemicof course. Places are created for jointly considering new businesses.
Examples include LINKSPARK founded by NTT West to provide customers
with DX support, Xport jointly founded by the Osaka Chamber of Commerceand Industry (OCCI) and the Osaka Institute of Technology as a cross-industry
exchange base, and the Common Ground Living Lab founded by the OCCI specializing in cyber-physical technology. Monetizing the proof of new concepts will
be an issue in the future for each project, but they will create ecosystems thatwill bring forth innovation from various aspects.
Universities have also expanded their role and increasingly provide places
for industry-academia collaborations. For instance, the Osaka Institute of Technology founded and opened the Robotics & Design Center as a robotics base forindustry-academia collaboration. The Osaka Metropolitan University mentioned
earlier is also expected to play a role as the “innovation core” in the Morinomiya
district.
2. Place Creation by the Administrations
Meanwhile, each administration also conducts startup creation initiatives in various forms.
In Osaka City, Osaka Innovation Hub (OIH) created over 350 projects since
its establishment in 2013. Similarly, the municipalities provide support places
like the ANCHOR KOBE in Kobe City and the Kyoto Open Innovation Network(KOIN) in Kyoto City. Places created by municipalities for raising startups, as
stated earlier, have also expanded in Kansai (Table 3-3-2).
Table 3-3-2

Examples of open innovation places in Kansai

Name of Base

Location (city)

Founder

LINKSPARK

Osaka,
Nagoya and Fukuoka

NTT West

Xport

Osaka

Osaka Chamber of Commerce andIndustry
Osaka Institute of Technology

Common Ground Living Lab

Osaka

Osaka Chamber of Commerce andIndustry

Osaka Innovation Hub

Osaka

Osaka City

KOIN (Kyoto Open Innovation
Network)

Kyoto

Kyoto City

ANCHOR KOBE

Kobe

Kobe City

Note: Osaka Prefecture’s“Osaka Co-creation Business Program”is currently discontinued due to the COVID-19
measuresSource: Prepared by the author

Section 3 / The Utilization of DX in Kansai: Opportunities and Risks for Firms

195

5. DX Risks Requiring Special Attention

Table 3-3-3
Ranking

The 10 major security threats based on the security cases that
occurred in 2020
ThreatLast-year Ranking

1

Damage caused by ransomware

2

Theft of confidential information by a targeted attack

5
1

3

Attack on new normal workstyles, such as teleworking

NEW

4

Attack by exploiting weaknesses in the supply chain

4

5

Financial damage caused by fraud business e-mail3

6

An information leak caused by internal fraud

2

7

Business suspension due to the unexpected failure of the IT
infrastructure

6

8

Fraudulent access to an online service

16

9

Damage such as an information leak caused by carelessness

7

10

Increase in the misuse of published information on vulnerability
measures14

Source: IPA website

Part Ⅱ
Part ⅢPart Ⅳ(1) Security
When DX is advanced, a large amount of data is placed on an IT system andthe data itself generates a profit. For this reason, investment in security means
protecting a profit source, and the significance of this has largely increased. In
complex supply chains, it should also be noted that, if a firm allows an intrusion
into the system from somewhere vulnerable, the damage will expand beyond
the firm and organization to the upstream and downstream areas.
Further, new risks have emerged from the changes in workstyles due tothe COVID-19 pandemic. The Information-technology Promotion Agency, Japan (IPA) selects 10 Major Security Threats every year based on information
security cases in the previous year. According to the 2021 version, attacks on
tele-working that has rapidly spread due to the COVID-19 pandemic appeared
for the first time and ranked third, meaning that the issue was evaluated to beserious (Table 3-3-3).

Part Ⅰ

DX is part of the pivot ability to respond to environmental changes, and it canalso be investment accompanied by significant shifts in businesses and operations. In order for the investment to be sustainable, the direction that an organization itself aims at should be reasonable. In addition, the organization needs to
respond to various external risks, such as relating to security, the environment,
and laws and regulations. Next, we will consider two aspects, security and ELSI
(discussed later), and discuss the ideas that are required for handling them.

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Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemic

Against such a backdrop, the METI has put great efforts into security-related measures in recent years. In addition to developing guidelines for proprietors, the METI creates a support system for small and medium-sized firms andcompiles ideas about ensuring security with a “digital twin,” in which manufacturing is conducted in cyberspace based on real data. Further, it supports theformation of a security-related community in each region.
We should be prepared, being aware that security is important as much as
it is indispensable for DX. The conventional method of applying patches to alegacy system complicates the system more than necessary and causes vulnerability. We should be aware that, taking the opportunity provided by DX, we cangreatly contribute to security improvements by simplifying systems and adapting to the latest technologies.
(2) ELSIELSI is the abbreviation of “Ethical, Legal, and Social Issues,” and indicates theperspectives to note when implementing new technologies in a society. In addition to the laws and regulations stipulated, we need to pay attention to society’s
reactions, even though they are not legalized yet, which arise from a sense of
ethics and emerge as public opinions in many cases. Detecting people’s flows
with street cameras and handling personal data are applicable to the new technologies. In DX, some risk reduction measures should be taken in advance foractivities for which public opinions are unreadable, such as trying the activity ona small scale first and informing people about it as well.
Taking Uber Eats as an example of legal issues, deliverers or riders’ behaviors and legal positions on the road have drawn much attention as an issue
alongside the popularization of the service, because the main infrastructure is
the bicycle. In addition, many delivery partners undertaking the actual delivery
work do it in their spare time. Overseas judiciaries are recognizing such socalled “gig-workers” as employees10), which may impact on discussions in Japan
down the road.
From an ethical viewpoint, raising the satisfaction levels of all relevant people including employees also contributes to the sustainability of a business. Uber
Eats improves business operations every day by introducing AI technology tomatch demand and supply among restaurants, customers and delivery partners
10) The respective Supreme Court successively ruled that Uber Eats delivery partners were
to be recognized as employees in France and the UK in March 2020 and February 2021,
respectively. Note that the referendum conducted in November 2020 in California, the US,
resulted delivery partners being treated as independent contractors. At the moment, there
are different perspectives in Europe and the US.

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197

References
Information-technology Promotion Agency, Japan Website, “10 Major Security
Threats 2021” (Japanese title: Joho Sekyuriti 10-dai Kyoi 2021)
https://www.ipa.go.jp/security/vuln/10threats2021.html (last access date:November 10, 2021)
Japan Electronics and Information Technology Industries Association, (2021),“Survey on Japan and American Firms concerning DX 2020” (Japanese title:
2020 Nen Nichibei Kigyo no DX ni Kansuru Chosa)https://www.jeita.or.jp/japanese/topics/2021/0112.pdf (last access date:Part Ⅱ
Part Ⅲ

Assuming a situation in which COVID-19 continues for a while, firms need toperceive changes in the social environment and to adapt to these changes withbusiness and operational reforms.
This paper provided an overview of the status of DX in Japan and Kansai andfuture opportunities using the pivot ability, and it discussed the need for global
viewpoints and sustainable perspectives to make DX investment more effective.
Japanese firms may originally have a sustainability perspective, as was said byKonosuke Matsushita, as part of their DNA. This paper also discussed that DX
sustainability will be improved by two factors: securing security and considering
ELSI accompanied by introductions of new technologies.
Toward the post-COVID-19 period, a new scene is expected to appear inwhich firms in Japan and Kansai will solve social issues and respond to needs
by starting to prepare for environmental changes in society with measures, including for DX, from now. Conversely, firms should consider that a delay inresponding to such changes may result in them having to discontinue conventional business activities.

Part Ⅳ

6. Conclusion

Part Ⅰin a well-balanced manner.
ELSI is a concept that should be positioned higher than mere technology
management due to its broad coverage. In particular, the idea of ELSI in DX
does not seem to have been sufficiently recognized yet. From a viewpoint ofsolving social issues, we can enlarge the scope of identifying issues when expanding the users of new services realized by DX. For example, issues will extend to what reactions are expected from an expanded range of users to children
and elderly people, and what impacts are expected on future children and theEarth’s resources. Civil participation discussed earlier can be a structure thatcomplements this enlarged scope in terms of incorporating various viewpoints

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Chapter 3 / Structural Changes in Kansai’s Economy Due to the COVID-19 Pandemic

November 10, 2021)
Japan Users Association of Information Systems, (2021), “Survey Report on IT
Trend of Firms 2021” (Japanese title: Kigyo IT Doko Chosa Hokokusho 2021)
https://juas.or.jp/cms/media/2021/04/JUAS_IT2021.pdf (last access date,November 10, 2021)
Stolterman E., Fors A.C., (2004), “Information Technology and the Good Life,”
Information Systems Research, pp. 687–692.
https://link.springer.com/content/pdf/10.1007%2F1-4020-8095-6_45.pdf(last access date: November 10, 2021)