CIO CIO CIO CIO CIO CIO
|
|
|
- あゆみ あくや
- 7 years ago
- Views:
Transcription
1 CIO A Comparative Study on the Progress of Core Competencies of Chief Information Officers: The Case of Japan and USA Development of Core Competencies Priority Model IWASAKI NAOKO CIO
2 CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO i
3 5.1. CIO CIO CIO CIO SOX CIO CIO CIO CIO CIO CIO CIO CIO CIO J-SOX CIO CIO CIO CIO CIO ASEAN CIO CIO ii
4 iii
5 1 CIO CIO CIO CIO CIO IT CIO IT CIO CIO CIO e CIO SOX CIO iv
6 1 3 CIO CIO CIO CIO CIO CIO CIO SOX CIO COSO CIO CIO CIO CIO CIO CIO CIO ASEAN CIO v
7 CEO Chief Executive Officer CFO Chief Financial Officer CIO Chief Information Officer CKO Chief Knowledge Officer CSO Chief Security Officer CTO Chief Technology Officer BSC Balanced scorecard BNC Broadband Network Convergence COSO COSO Control Framework CRM Customer Relationship Management DP Data Processing DSL Digital Subscriber Lines EA Enterprise Architecture ERP Enterprise Resource Planning Federal CIO Council CIO GSA U.S. General Services Administration ITIL Information Technology Infrastructure Library) IS Information System ISPs Internet Service Providers J-SOX NECTEC National Electronics and Computer Technology Center OMB Office of Management and Budget ROI Return on Investment SIS Strategic Information System SOX Sarbanes Oxley act / vi
8 IT 3 BNC Broadband Network Convergence WEF IBM e-readiness rankings IT IT 1990 IT IT IT IT IT IT CIO Chief Information Officer CIO 6 CEO Chief Executive Officer IS Information System CIO 7 CIO CIO 1
9 IT IT CIO CIO IT CIO Core Competence CIO IT CIO CIO IT CIO CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT Innovation CIO CIO IT Clinger Cohen Act Information Technology Management Reform Act IT 8 CIO CIO CIO CIO 100 CIO CIO 2
10 CIO CIO IT 9 IT 35 CIO 2005 IT 2001 e-japan IT e-japan IT IT IT 2010 IT IT IT IT IT IT IT IT Web2.0 IT IT IT IT IT IT IT IT IT IT IT IT IT IT CIO CIO 2006 CIO CIO PMO 2010 CIO CIO 3
11 2008 IT IT CIO IT IT CIO CIO CIO CIO IT CIO CIO SOX CIO IT CIO IT CIO CIO 1.2. CIO CIO 1980 CIO 7 CIO CIO CIO CIO CIO CIO CIO 11 W.R 1981 CIO CIO CIO CIO CIO 4
12 SIS Strategic Information System CIO CIO CIO IT corporate executives IT CIO CIO CIO CIO CIO business innovation IT 2 IT Reality-checking Promoting credibility CIO CIO CIO 2 IT Strategic IT tactical CIO 18 CIO CTO 2006 CIO CIO IT 5
13 2006 CIO ITAA Information Technology Association of America CIO 2004 IT 2005 IT 2006 IT CIO CIO Table 1 What is the most effective initiatives for CIOs over 3 years IT 2 IT 3 4 IT 5 ITAA Information Technology Association of America CIO 2006 CIO CIO CIO CIO CFO CIO CIO 6
14 IT CIO CIO IT 21 CIO CIO 1999 CIO IT IT CIO 2006 CIO CIO IT 23 CIO CIO IT IT 25 CIO CIO 2007 CIO 2006 CIO CIO CIO CIO CIO CIO IQ CIO CIO CIO 1.3. CIO IT SOX CIO 7
15 CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 1. IT 2. IT CIO CIO CIO CIO CIO CIO 1.4. CIO IT 1980 IT IT EA CIO CIO CIO 8
16 CIO CIO CIO CIO CIO IT IT CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO CIO 1.5. CIO CIO CIO ICT CIO CIO CIO 9
17 CIO CIO CIO CIO ICT CIO CIO 2 CIO IT CIO IT IT CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO 2 CIO CIO CIO CIO CIO CIO CIO 10
18 5 CIO 3 CIO CIO 1996 IT CIO CIO 4 CIO CIO CIO CIO CIO CIO 5 CIO CIO CIO CIO SOX CIO 6 CIO CIO CIO 7 CIO CIO CIO 7 CIO 5 6 CIO ASEAN CIO ASEAN CIO CIO 11
19 CIO 1.7. CIO 2 CIO 3 2 CIO CIO CIO IT CIO CIO CIO CIO 3 1 The 2006 e-readiness rankings A white paper from the Economist Intelligence Unit Written in co-operation with The IBM Institute for Business Value CIO CIO CIO IT CIO 2 7Shu-Fen Tseng and Yao-Kuo Chiang Role and Responsibility of CIO in Taiwanese Corporation Taiwan Chapter of International Academy of CIO Graduate School of Social Informatics Yuan Ze University April http:// 9 IT T J M S p p Synnott W.R p.21 13Detlev H. Smaltz V. Sambamurthy and Ritu Agarwal (2006) The Antecedents of CIO Role Effectiveness in Organizations: An Empirical Study in the Healthcare Sector 12
20 IEEE Transactions on Engineering Management Vol. 53 No. 2 May Charlotte Stephens Thomas Loughman (1994) Case Study The CIO s chief concern: Communication ELSEVIER Information & Management Scott A. Bernard 2001 Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University Evaluating CLINGER-COHEN ACT Compliance in Federal Agency Chief Information Officer Positions Name=PQD 16Stephanie Watts and John C. Henderson 2006 Innovative IT climate: CIO perspectives 17 Oct 2005 Journal of Strategic Information Systems CIO IT 2 IT Reality-checking Promoting credibility 17 CIO Magazine CIO Magazine CIO CIO Magazine CIO CIO MIT 20 ITU CIO IT p Peter Gottschalk 1999 Department of Technology Management Norwegian School of Management Strategic management of IS/IT functions: the role of the CIO in Norwegian organizations International Journal of Information Management CIO CIO 5 ( ) Detlev H. Smaltz V. Sambamurthy and Ritu Agarwal (2006) The Antecedents of CIO Role Effectiveness in Organizations: An Empirical Study in the Healthcare Sector IEEE Transactions on Engineering Management Vol. 53 No. 2 May CIO Magazine CIO CIO CIO CIO IT ROI e- CIO
21 CIO 2.1. CIO CIO CIO 1981 CIO W.R.Synott Information Resource Management CIO 2 CIO 3 CIO IT IT 1990 IT CIO CIO CEO IT 2000 CIO CIO 5 CIO NPO CIO CIO IT IT IT CIO CIO CIO CIO J-SOX CIO IT IT 14
22 IT 4 CIO CIO CIO CIO CIO CIO innovator CIO CIO 1 CEO CIO CIO IT CTO CKO CRO CFO IT BNC IT CSO 1 CIO Fig. 1 The expanding roles and functions of CIOs
23 CEO CTO Chief Technology Officer CKO Chief Knowledge Officer IPR CRO Chief Risk Officer CFO Chief Financial Officer CSO Chief Security Officer IT 2.2. CIO CIO IT IT CIO CIO 1990 CIO 2000 CIO LAN 1990 WWW World Wide Web 1990 ISPs Internet Service Providers DSL Digital Subscriber Lines 5 CIO DP Data Processing DP DP DP DP CIO CIO CIO DP CIO IT DP
24 M CIO 9 CIO CIO CIO CIO IT IT 15 CIO CIO CIO 17
25 2 CIO Fig. 2 The goals of the birth of the CIOs CIO DP CIO 1990 IT IT CEO 4 12 IT AOL IT ERP IT 14 GE 18
26 Cisco Systems IT 15 CIO CIO IPR R&D IT 1990 IT ROI 1994 CIO 1996 IT CIO IBM CIO 3 19
27 CIO CIO IT IT CIO CIO CIO CIO IT CIO IT IT IT CIO 3 CIO Fig. 3 The fundamental rules of CIOs CIO GAO U.S.Government Accountability Office CIO 3 CIO IT IT IT CIO CIO CIO IT CIO CFO CIO 20
28 CIO CIO CIO CIO CIO CIO IT 90 IT CIO NII CIO 2 IT CIO CIO 18 CIO IT CIO 19 CIO IT CEO 20 IT IT 21 IT CIO IT CIO IT IT IT 21
29 BP CIO CIO IT CIO IT 40 CIO IT 22 CIO CIO 23 CIO 1996 IT CIO 2000 CIO CIO IT IT ERP 24 e-bay CIO CIO CIO CIO CIO CIO CIO CIO 22
30 CIO CIO 2 CIO CIO
31 2 CIO Table 2 The history of CIOs DP CIO 2004 CIO IT EA 90 DP SIS WWW LAN ERP BB ISPs 1996 IT 2001 e-japan e-japan IT Y2K POS AOL GE Cisco Systems 24
32 CIO CIO CIO 1970 LIS Logistics Information System 1978 MIS Marketing Intelligence System MIS CIO CIO IT Table 3 The Leading companies which promoted informatization from the end of 1970 to the beginning of 1980 CIO ORION 1970 SIS CC 25
33 70 ORION OA SIS CC IT CIO CIO IT CIO CIO CIO 80 IT IT IT IT Winner takes all CIO CIO 2 Japan as number one Japan as number one 26
34 IT IT 2 IT IT 34 CIO IT CIO 1 IT 90 IT 35 CAT FCC CIO IT CIO CIO 2.3. CIO IT CIO CIO IT 1980 CIO CIO IT CIO IT CIO 1996 IT CIO CIO CIO CIO 27
35 CIO CIO CIO CIO CIO CIO CIO Magazine BP CIO 34.7 IT IDC CIO Magazine CIO CIO CIO 17 CIO CIO CIO IT CIO CEO CTO CKO CRO CFO CSO CIO IT 30 CIO IT CIO CIO 80 IT CIO 70 IT 28
36 CIO CIO p CIO p IT CIO GITS GITI p CIO CIO GITS GITI p CIO IT CIO A new Role for CIO in the Knowledge Society Naoko IWASAKI, Toshio OBI (2005), Knowledge Management, Proceeding of Knowledge Management 2005, 4th International Conference for IT and Higher Education Sept.28-30, 2005, Siam University, Bangkok, Thailand 1 CIO CEO CIO CIO 1993 CIO CEO 1990 IT IT IT e CIO CIO Magazine CIO Wiliam R. Synnott 1988 CIO p.22 29
37 3 p.21 4 CIO Vol3_no.5_ p.27 5 Straight to the Top p.6 28 p p.34 7 p p.10 9 p p.25 CIO 11 IT IT DIAMOND p p PHP P G. C K p CIO IT p CIO Magazine CIO IT p p CIO CIO JR CIO p IT p.9 22 CIO IT NEC p p CIO Magazine IT CIO IT p p p p p p p IT IDC Magazine CIO 30
38 IT GDP IT IT IT IT IT p p p The Wall Street Journal p.47c 38 p CIO IT 2 CIO 57% 50% 57% CIO 40 BP CIO Magazine 2006 IT IT IT BP P
39 CIO 3.1. IT CIO IT CIO CIO CIO 2000 CIO IT IT EA IT 2002 OMB Office of Management and Budget IT FEA IT IT CIO 1 CIO CIO CIO IT OMB CIO 32
40 4 CIO 2 CIO IT IT IT IT IT ITIM CIO 28 CIO CIO 54 IT IT IT Executive Chair Clay Johnson Karen Evans IT IT CIO IT Competency Assessment Survey IT 2 CIO IT CIO Clinger-Cohen Core Competencies CIO 2 GOAL IT CIO USDA IT
41 3.2. CIO CIO 3 IT CIO 13 CIO CIO Federal Chief Information Officers Council CIO International Academy of CIOMOU CIO George Mason University J.P CIO CIO CIO Table 4 The historical comparison of the number of CIO core competencies and Learning Objectives CIO CIO
42 4 CIO Fig. 4 The historical trends of the number of Core Competencies for CIOs Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN Volume First quarter EA 2004 CIO 10 CIO
43 n 47 5 CIO Fig. 5 The Quality, quantity, and area of CIO Core Competencies CIO e IT 36
44 2006 IT J.P == 37
45 5 CIO Table 5 Clinger-Cohen Core Competencies and Learning Objectives (1999, 2004, 2006) ( CIO ) 1-1 ( CIO ) 1-1 ( CIO ) 1-2 IT GPEA 1-2 IT 1-2 IT OMB A11 A-130 PDD COO CIO CFO 1-4 COO CIO CFO 1-4 COO CIO CTO CFO IRM CIO IRM 2-1 IRM CIO IRM 2-1 CIO 2-2 IT 2-2 IT 2-2 IT 38
46 IT IT IT SWOT 3-1 SWOT ABC 3-4 ABC= 3-5 BPR 3-5 BPR TQM IT IT 4-1 IT IT 4-1 IT IT 39
47 4-1 IRM 4-2 IT 4-2 IT 4-3 IT 4-3 IT IT IT IT 5-1 IT IT 5-1 IT IT IT 5-3 IT IT 4-3 IT 4-4 COOP 4-5 IT 5. IT 5-1 IT IT IT IT 5-7 IT 5-7 IT
48 CIO 6-6 CIO 6-6 CIO IT IT IT IT IT IT IT
49 IT IT 8-4 IT IT 8-5 IT 8-5 IT IT e- e- e- 9-1 e- e- e- 42
50 CRM CRM CIO
51 11 EA EA 11. EA 11-1 EA 11-1 EA 11-2 EA 11-2 EA EA EA 11-3 EA 11-3 EA 11-4 IT EA 11-4 IT EA 11-5 EA 11-5 EA EA EA
52 WEB XML= SOA SCADA 1 2 == URL CIO 83 BP p
53 1999 CIO IT WEB IT IT 1999 CIO 2004 CIO SOA SOX CIO IT 3.3. CIO CIO CIO 1996 IT 2002 CIO CIO CIO CIO CIO CIO 90 46
54 BSC balanced scorecard ROI return on investment 7 CIO CIO SIG Shared Internet Group NGO CIO CIO IT CIO CIO CIO CIO CIO CIO 6 NDU IRMC USDA 9 CIO CIO Federal CIO Council GSA U.S. General Services Administration OMB Office of Management and Budget CIO CIO 2 CIO CIO DC GWU GMU CIO GMU 40 47
55 14 AOL IBM KPMG Oracle Verizon CIO CIO CIO GMU DC GSA CIO IT CIO intangible Benefit GSA C. UMUC FEMA Federal Emergency Management Agency CIO the U.S. Department of Commerce DOC CIO CIO win-win-game CIO CIO 3.5. CIO CIO 48
56 CIO CIO 10 CIO 13 CIO
57 6 CIO Table 6 The comparative table of CIO Core Competencies between Japan and US CIO 50
58 How To CIO CIO CIO CIO CIO IT 2005 CIO IT IT IT IT IT IT IT IT IT IT IT IT IT IT IT IT IT IT 51
59 IT CIO PMO CIO 2006 PMO CIO 4 PMO IT IT IT 8 CIO CTO 3 CIO CTO IT IT CIO CIO CIO 2 CIO CIO CIO CIO CIO 52
60 CIO CIO CIO EA 1999 EA CIO CIO CIO IT CIO web IT WEB CIO CIO CEO IT CIO CEO CIO CIO 2004 CIO CEO CIO CEO CIO 53
61 CIO CIO IT CIO CIO CIO CIO p CIO Development of e-government and CIO toward Ubiquitous Society in Japan in Comparison with USA Naoko IWASAKI Toshio OBI Journal of Comparative Studies in e-government Policy 2006 Annual Conference of Taiwan Academy for Information Society p.1 19 Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN Volume First quarter CIO No 181 p CIO ADP CIO ISSN (p IT IT ADP IT ISSN p vol.1 2Federal CIO Council WEB 3 Learning Objectives 4http:// 5http:// 6 CIO J.P. 54
62 NTT CIO URL 10 CIO Gregory S. Smith 2006 Straight to the Top Becoming a world class CIO John Wiley and Sons Inc. 55
63 Table 7 Flowchart CC CC CC CC CC CIO 1999/2004/2006 CC CC 1 CIO 2 CC CIO 4.2. CIO CIO CIO CIO CIO IT CIO CIO IT 56
64 CIO CIO CIO CIO CIO ROI CIO CIO IT CIO CIO CIO CIO CIO IT CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 500 CIO CIO CIO CIO IT IT IT CIO 57
65 CIO CIO CIO 100 CIO CIO CIO CIO 3 2 CIO CIO CIO IT CIO 4.3. CIO CIO CIO CIO CIO CIO CIO ICT CIO CIO CIO 2 CIO IT CIO CIO 58
66 CIO CIO 4.4. CIO CIO CIO IT CIO CIO IT CIO CIO CIO CIO CIO CIO CIO 59
67 8 1 IT CIO CIO IT PDCA IT SOX IT CIO CIO 14 2 CIO 1 CIO CIO 5 3 CIO CIO CIO CIO CIO CIO IT CIO SOX CIO CIO CIO SOX CIO CIO SOX SOX 60
68 CIO 13 SOX 13 IDG CIO Online CIO SOX CIO SOX CIO CIO CIO CIO CIO CIO CIO 5 CIO CIO CIO 1 CIO 6 CIO CIO 2003 CIO CIO CIO CIO CIO e CIO CIO CIO CIO CIO CIO CIO CIO 6 7 CIO CIO 61
69 JR NTT 23 IT CIO 6 2 IDG CIO Magazine BP CIO CIO Magazine CIO CIO 2001 CIO Magazine CIO CTO IT CIO CIO CIO BP CIO CIO 8 BP 1 2 CIO CIO 2 CIO CIO J.P. CIO 3 62
70 4.5. CIO CIO CIO IT CEO CTO CIO CIO CIO CIO CIO ASEAN ASEAN CIO 4.6. CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO IT CIO IT 63
71 IT SOX CIO CIO CIO SOX CIO CIO CIO CIO APEC CIO IT CIO 2007 P.37 2 CIO CIO GITS GITI p CIO CIO
72 CIO 5.1. CIO CIO CIO George Mason University CIO Information Systems and Operations Management 80 1 IT Fig. 6 The examinee s position CEO CTO SE CIO 65
73 7 Fig. 7 A line of category of business % IT Fig. 8 The Authorization to decide IT investment IT CIO IT 66
74 9 Fig. 9 Number of Payrolls 40, CIO Fig. 10 Report line of CIOs CIO 14 CEO COO 6 CFO CTO CISO CIO 67
75 11 Fig. 11 The size of enterprise ,000 4, ,000 9, IT Fig. 12 The Amount of IT investment IT 58% 21 15% IT 68
76 CIO CIO CIO Fig. 13 The top priorities of CIO core competencies IT 2006 IT 8 69
77 8 13 Table 8 The top priorities of CIO Core competencies EA CIO CIO 5.2. CIO
78 CIO IT IT 2 CIO IT IT 3 CIO IT IT 4 CIO IT IT CIO 17 CIO
79 9 CIO Table 9 The Priority of the Learning Objectives for CIOs in US 1 IT ( ) IT CIO CIO 10 EA IT EA CIO e- e- e IT IT IT EA IT IT EA COO( ) CIO CFO( ) 26 EA
80 26 IT EA IT IT ( ) 47 (IT GPRA= BPR IT ( )
81 IT IT IT
82 ( ) SOX IT PDCA IT CIO CIO CIO EA IT OMB Memoranda 8 30 IT OMB CIO IT 1 CIO CIO
83 SOX Y2K Business Continuity Plan BCP CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 3 4 CIO CIO CIO CIO CIO 14 76
84 14 CIO Fig. 14 The importance of Technology skill for CIOs 2 CIO CIO CIO IT IT CIO J.P 23 CIO MOT IT CIO CIO CIO CIO 77
85 CIO CIO CIO Table 10 The functionality of CIO core competencies and learning Objectives based on the questionnaires CC CC 1 CC
86 11 Table 11 The Learning objective which has response variance SOX IT PDCA IT
87 15 1 Fig. 15 Ineffective Learning Objective Fig. 16 Ineffective Learning Objective 2 80
88 ,16, Fig. 17 Ineffective Learning Objective IT PDCA IT CIO CIO CIO 81
89 CIO 20 IT 5.4. CIO CIO CIO 2 CIO 18 CIO 1 CTO 31% 2 CEO 24% 3 CKO 16% CRO 9% CAO CSO CEO CIO CEO CIO CIO CEO 1995 CIO IT CIO CEO 82
90 18 Fig. 18 The other positions which CIOs can work CIO CIO CKO 5 CIO CKO CKO CTO CIO IT 2006 CIO CIO CTO CIO CIO MOT CIO MOT IT 83
91 CIO CIO CEO CIO AIC Table 12 Relation between the positions and Learning Objectives IT EA CIO X X CIO CIO CIO 3 CIO 84
92 CIO CIO CIO 19 CIO 6 Fig. 19 Universality of the role of U.S. CIO CIO CIO CIO CIO CIO CIO CIO 7 IT IT 13 85
93 13 Table 13 Correlation with Intergovernmental Personnel exchange IT X P p p p 1 5 IT CIO IT CIO CIO CIO CIO CIO 20 3 CIO CIO e- 85 CIO 86
94 20 CIO e- 7 Fig.20 Does integration of CIOs in public and private sectors contribute to the improvement of e-governance? e- CIO CIO 87
95 5.6. SOX CIO SOX J.P SOX CIO 8 3 CIO CIO SOX CIO SOX Fig. 21 The influence of SOX Act on CIOs SOX SOX IT SOX CIO CIO SOX CIO COSO IDG CIO Online Web CIO SOX CIO SOX CIO 14 CIO 13 SOX CIO 88
96 14 SOX CIO Table 14 Roles of CIO that are necessary to SOX Act CIO SOX CIO SOX 404 SOX IT CEO CFO CEO SOX IT IT SOX IT ECM IT 89
97 CIO SOX CIO IT IT IT IT IT 3 LAN 11 TRM Total Risk Management RCM Risk Control Matrix 90
98 CIO SOX CIO ERM Enterprise Risk Management ERM IT IT IDG CIO SOX CIO IDG Web SOX CIO IT SOX CIO SOX COSO CIO COSO AICPA 1985 The National Commission on Fraudulent Financial Reporting COSO the Committee of Sponsoring Organization of the Treadway Commission COSO IT CIO 91
99 COSO IT COSO CIO COSO CIO COSO CIO COSO CIO COSO CIO Table 15 Exchangeability between COSO Framework and CIO Core Competencies COSO PDCA CIO COSO CIO COSO CIO COSO CIO CIO COSO CIO IT 92
100 PDCA CIO PDCA 1 PDCA PDCA CIO COSO CIO SOX CIO SOX CIO IT CIO SOX SOX CEO CFO CIO CFO SOX CIO CFO IT CIO IT COSO IT COBIT Control Objectives for Information and related Technology IT ITIL IT Infrastructure Library SOX SOX IT CIO SOX CIO CIO CIO CIO CIO CEO CIO CIO IT IT 93
101 CIO CEO CTO 2 SOX CIO CIO SOX CIO e- CIO CIO p CIO Development of e-government and CIO toward Ubiquitous Society in Japan in Comparison with USA Naoko IWASAKI Toshio OBI Journal of Comparative Studies in e-government Policy 2006 Annual Conference of Taiwan Academy for Information Society p.1 19 Oct New Trends of Core Competences for CIOs in the Private Sector in US and Japan based on the surveys on CIO Core Competences for ICT value-added -Additionally Its effect on Japanese Business- Naoko IWASAKI Toshio OBI International Academy of CIO US Chapter George Mason University USA Sep Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN Volume First quarter IT CIO GITS GITI p p CIO A new Role for CIO in the Knowledge Society Naoko IWASAKI, Toshio OBI, Waseda University, Knowledge Management, Proceeding of Knowledge Management 2005, 4 th International Conference for IT and Higher Education Sept.28-30, 2005, Siam University, Bangkok, Thailand CIO
102 1 CIO Magazine IT workforce Update Fiscal year 2007 IT Budget Rollout Feb CIO Magazine 3 CIO Magazine IT 4 CIO Magazine P CIO CIO % 10% 5% 100% 8 CIO J.P p.22 95
103 CIO 6.1. CIO CIO 5 CIO CIO Table 16 Questionnaire on the Priority of CIO core competencies in Japan EA CIO CIO
104 17 CIO Table 17 The Priority of the Learning Objectives for CIOs (4 ) (8 ) COO CIO CFO IT IT IT ( CIO ) IT IT IT CIO IT IT IT
105 (4 ) (8 ) SWOT IT IT IT PDCA IT IT BPR IT IT IT
106 SOX (4 ) (8 ) e- e- e IT EA EA
107 (4 ) (8 ) CIO EA IT EA IT IT EA CIO
108 CIO COO CIO CFO CIO CIO 6.2. CIO CIO CIO CIO CIO CIO 3 CIO CIO CIO 8 3 CIO CIO CIO 5 CIO 2003 CIO e CIO CIO
109 23 CIO CIO CIO CIO 4 CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 79 CIO 12 CIO CIO CIO CIO CIO CIO CIO CIO 2 CIO CIO CIO 3 2 CIO CIO CIO CIO CIO 2003 CIO CIO CIO 1 CIO 102
110 IT CIO CIO IT IT CIO CIO 2 CIO IT CIO e-japan IT CIO CIO CIO CIO CIO IT CIO CIO CIO IT CIO IT IT CIO 3 1 IT CIO 3 CIO CIO CIO 103
111 CIO IT IT CIO CIO CIO CIO CIO CIO CIO 2006 CIO 5 CIO IT 6 CIO CIO CIO CIO CIO CIO 3 IT 104
112 IT 7 CIO CIO CIO CIO CIO CIO PMO PMO CIO IT CIO 1980 NTT INS CIO 8 CIO CIO IT CEO CIO CISO 9 CIO CIO 5 CIO e-japan CIO CIO 105
113 CIO CIO CIO 18 CIO IT IT CIO Table 18 The roles for Government CIOs CIO IT IT BCP IT IT
114 6.2.2 CIO CIO CIO CIO CIO CIO CIO CIO 1 5 CIO POS POS CIO IT IT IT IT IT 40 IT IT IT IP IP CIO CIO IT Integration & transparency Innovation & transformation CS 107
115 2 BCP NEC IT IT CIO e- CIO CIO IT BP CIO BCP 100 IT IT 108
116 BCP IT 3 IT IT CIO IT NEC CIO IT CIO CEO CFO CIO CIO NTT CIO CIO IT IT IT CIO IT IT IT IT CIO CIO CIO IT IT 109
117 1990 IT CIO IT IT CIO IT CIO IT CIO CIO CEO CIO CIO IT 110
118 4 CIO ERP CIO IT IT CIO IT CIO RFP CIO IT 5 IT IT CIO IT IT CIO SPS 111
119 PC 1990 PC IT IT IT IT IT IT CIO BP CIO IT 6 CIO JFE NTT 2 IT IT IT 112
120 CIO CIO 7 8 CIO IT CIO ROI 113
121 ASP 9 IT IT PC IT IT CIO CIO ERP IT IT IT IT CIO CIO
122 19 CIO Table 19 The roles for Business CIOs CIO BCP IT IT IT IT IT BCP IT IT 69.1 IT IT CIO CIO CIO CIO CIO 20 CIO 10 CIO CIO 115
123 20 CIO 10 Table 20 Top 10 Priorities of CIOs in Private and Public sector CIO CIO 1 1 IT 2 BCP IT 3 2 IT IT BCP 5 IT IT 8 4 IT IT IT 4 4 CIO CIO IT CIO BCP CIO 116
124 CIO CIO IT CIOCIO BPR CIO IT IT CEO SOX CIO 6.3. CIO CIO CIO 117
125 CIO WAY IT CIO IT CIO CB 2 NTT CIO IT CIO CIO CIO CIO CIO Chief Investment Officer 118
126 CIO CIO 2000 ICT CAD IT SOX J-SOX IT IT IT IT CIO IT IT 119
127 200 CIO 120
128 CIO CIO CIO CIO SE CE 121
129 B2B B2B2C ISMS CIO IT IT IT IT IT IT CIO IT IT CIO CIO IT CIO CIO IT 122
130 CIO CIO CIO 5 CIO CIO CIO CIO 7 IT CIO IT SE CIO CIO CIO
131 21 CIO Table 21 Case Study - TOYOTA CIO and Tokyo Stock Exchange CIO CIO CIO CIO NTT B2B B2B2C CIO IT EA BCP SOX 124
132 2009 CIO IT IT CIO CIO CIO IT IT IT 125
133 CIO IT CIO 2000 BCP CIO CIO CIO 21 CIO CIO CIO CIO IT IT CIO 126
134 CIO CIO CIO CIO CIO CIO IT IT CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO CIO CIO 6.4. CIO CIO 3 CIO CIO CIO CIO 127
135 23 IT CIO 22 Table 22 Condition of full-time CIOs IT 21,036,909 1,372, ,738 3,557, , ,151 9,428, , ,566 19,067, , ,343 14,885, , ,715 2,592, , ,848 8,894, , ,887 7,475, , ,509 1,915,090 97, ,302 3,895,772 87, ,915 1,680,000 54, ,600 1,400,988 18, , ,230 71, ,425 4,791,416 68, ,828 1,394,783 67, , ,818 62, , ,315 52, ,346 9,464,801 37, ,296 NTT 907,281 28, , ,411 6, , ,694 4, ,234 5, , ,022, , ,446 1 CIO CIO 2 IT IT
136 22 CIO Fig. 22 Correlation between the enterprise and full-time CIOs CIO CIO IT CIO IT CIO 5000 IT 2 3 IT 100 CIO 6.5. J-SOX CIO SOX J-SOX 4 J-SOX
137 5 IT 6 IT IT CIO IT J-SOX IT ,000 7 IDC J-SOX CIO CIO J-SOX IT CIO CIO IT J-SOX CIO IT CIO CEO CFO J-SOX J-SOX CIO CIO J-SOX IT IT CIO CIO CIO CIO 5000 IT 2 3 IT 100 CIO CIO CIO 130
138 CIO CIO CIO CIO p CIO Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN Volume First quarter CIO CIO [ ] 2 CIO J-SOX CIO CIO CIO ADP CIO ISSN p ( ) CIO 3 2 CIO 4 MONTHLY REVIEW SOX P IDG ,
139 CIO 7.1. CIO CIO 2 3 CIO 5 6 CIO Table 23 Comparative study on Core Competencies of CIOs between Japan and USA EA EA IT
140 CIO CIO CIO CTO CFO COO CIO CIO CIO CIO IT 1999 IT CIO CIO CIO CIO CIO CIO CIO CIO CIO BPR 133
141 CIO CEO CIO CIO CIO 2006 IT IT 10 IT IT CIO CIO IT IT POS CIO 134
142 CIO CIO IT CIO CIO CIO IT CIO IT IT IT CIO CIO IT IT IT ROI CIO IT IT IT CIO IT 135
143 IT 3 ROI ROI 1990 IT CIO IT CIO ROI IT CFO IT SCM CRM CIO CIO CIO 11 EA OMB IT CIO CIO CIO CIO 136
144 CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO Y2K BCP 137
145 SOX CIO J-SOX CIO CIO IT WEB 2006 CIO CIO CIO CIO CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 11 EA EA 2004 CIO EA EA 138
146 4 BA DA AA TA BA DA AA TA EA AsIs ToBe EA EA CIO EA IT CIO CIO CIO CIO 2006 MOT MOT CIO J.P MOT CIO 2 139
147 CIO CIO CIO CIO CIO CIO CIO CIO CIO 7.2. CIO CIO CIO CIO 100 CIO 30 CIO 3 CIO 20% IT CIO CIO CIO CIO 140
148 CIO CIO IT CIO 5000 IT 2 3 IT 100 J-SOX CIO CIO CIO CIO CIO 141
149 7.3. CIO ASEAN CIO t ASEAN ASEAN 3 24 CIO NECTEC National Electronics and Computer Technology Center ASEAN ASEAN CIO CIO Government CIO GCIO APEC CIO 4 CIO 24 ASEAN Table 24 Comparative study on Core Competencies of CIOs among Japan, USA and ASEAN ASEAN EA EA EA IT CIO ASEAN 142
150 CIO 3 2 ASEAN 12 SOX IT CIO GITS GITI p p CIO GITS GITI p CIO CIO 3 CIO New Trends of CIO Core Competencies for Innovation Naoko IWASAKI CIOs in a Decentralized World; Strengthening Capacities for e-leadership Conference Makati City Philippines April Innovative CIO Comparative Study on CIO Core Competencies Among US Japan and ASEAN Naoko IWASAKI e-indonesia Initiatives 2007 Jakarta April CIO ADP CIO ISSN p Evaluating 4 e-gov Workshops in Philippines Indonesia Thailand and Vietnam Naoko IWASAKI ITU Waseda International Workshop Waseda University Nov
151 1 p.77 2 CIO J.P FAX Establishment of Government CIO Training Model and Network for e-government Development Final Project & Evaluation Report APEC Telecommunications and Information Working Group 144
152 8.1. CIO CIO CIO CIO CIO CIO CIO CIO 7 CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 145
153 100 CIO CIO 30 CIO CIO CIO 2006 CIO CIO CIO CIO 2005 CIO J-SOX J-SOX J-SOX CIO CIO J-SOX J-SOX IT CIO SOX IT J-SOX CIO IT CIO IT CEO CFO CIO J-SOX CIO CIO CIO 6 146
154 5000 IT 2 3 IT 100 IT CIO CIO CIO IT CIO 1 IT CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 8.3. CIO CIO IT 147
155 CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO IT CIO ROI CIO ROI SCM EA ITIL IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO 148
156 CIO CIO 1 CIO 2 CIO CEO CTO CKO IPR CRO CFO CSO IT CIO CIO IT CIO CIO IT CIO IT CIO CTO CSO CFO CIO IT PDCA Plan-Do-Check-Action IT 2 CIO 5 6 CIO CIO 149
157 EA EA EA CIO 3 CIO 6 CIO CIO IT 4 CIO 7 CIO CIO CIO CIO CIO IT IT CIO IT 150
158 5 CIO CIO CIO MOT CIO IT CIO MOT CIO CIO CIO MOT CIO CIO
159 25 Table 25 Process to create the most effective core competencies for CIOs EA 5 EA
160 Technological innovation with user Orientation EA and Evaluation Methodologies EA Information Strategy and Policy Planning CIO Core Competence CIO Project and Investm ent Management Inform ation Security and IP R Leadership and Organization 23 Fig. 23 Core Competencies Priority Model between Japan and USA APEC CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 6 CIO ASEAN CIO CIO CIO 153
161 CIO CIO APEC CIO CIO 3 CIO Core Subjects 1 CIO CIO 3 CIO CIO CIO 5 CIO APEC CIO CIO 3 CIO J.P. CIO CIO CIO CIO NECTEC 3 154
162 Ekuseru-Toukei 2006 Social Survey Research Information Co., Ltd AIC AIC AIC AIC 2ln 2 2 b DW DW n t t = 2 = n ( e e t = 1 e 2 t ) 2 t 1 e t t y k x 1 x 2 x y = β 0 + β1x1 + β 2 x2 + β k xk + u u y β 1 β 2 β k k 155
163 n β 0 β 1 2 β β 2 k 2 k 2 β 0 β 1 β 2 b 0 b 1 b 2 f ( β 0, β1, β 2 ) = 2 β 0 f ( β 0, β1, β 2 ) = 2 β 1 n { yi ( β 0 + β1x1 i + β 2 x2i } = 0 i= 1 n i= 1 x 1i { y ( β + β x + β x )} = 0 i 0 1 1i 2 2i n f ( β 0, β1, β 2 ) = 2 x2i { yi ( β 0 + β1x1 i + β 2 x2i )} = 0 β 2 i= 1 2 OLS b 1 = Sx y Sx Sx Sx2 Sx y Sx Sx 2 ( Sx x ) 2 b Sx2 y Sx = Sx Sx Sx y Sx Sx 1 ( Sx x ) 2 b 0 = y b1 x b 1 2 x 2 x 1 = n n n 1 1 = x x 1i 2 x2i n i= 1 i= 1 n 1x2 x i= 1 Sx 1 y = n n y i i= 1 = ( x1 i x1 )( x2i 2 ) Sx y = ( x1 i x1 )( y Sx n = ( x1 i x1) i= 1 n 1 i y i= 1 Sx n = ( x2i x 2 ) i= 1 n ) Sx2 y = ( x2i x 2 )( yi y) R 2 R x ŷ i= 1 156
164 ˆR 2 Rˆ n 1 = 1 (1 R n k 1 ˆ 2 2 R ) P T N a b = f f 2 ij f j= l i= l. j i. l CIO 7 IT IT CIO CIO 23 IT CIO 157
165 [1] 1992SIS EUC [2] 2000 IT PHP [3] 2005 CIO IT [4] 2005 CIO 1 CIO ADP [5] 2006 CIO 3 CIO ADP [6] 2006 CIO 4 CIO ADP [7] 2006 CIO 5 CIO ADP [8] 2006 CIO GITS / GITI Research Bulletin [9] [10] [11] 2006 CIO IT ROI e- CIO [12] [13] [14] [15] 2006 EXCEL [16] [17] C K
166 [18] 2004 IT BP [19] [20] [21] [22] [23] [24] BP [25] Wiliam R. Synnott 1988 CIO [26] [27] [28] 2005 CIO [29] 2000 CIO [30] [31] 2002 IT [32] [33] [34] IBM 2006 SOX BP
167 WEB [35] [36] [37] [38] [39] [40] SOX IT [41] e [42] ICT [43] [44] CIO [45] CIO Magazine [46] CIO Magazine CIO [47] CIO Magazine SOX [48] CIO Magazine CEO [49] CIO Magazine SAP [50] CIO Magazine [51] CIO Magazine ERM [52] CIO Magazine ERM CIO [53] CIO Magazine [54] CIO Magazine [55] CIO Magazine SOX CIO [56] CIO Magazine 160
168 [57] CIO magazine [58] CIO Magazine [59] BP CIO [60] BP CIO [61] Tech Target SOX [62] FPN SOX [63] IT [64] IT CIO CIO [65] IT Madia CIO JR
169 [66] 2005 CIO [67] [68] [69] 2004 CIO 15 [70] 2006 IT IT [71] [72] [73] IDC 2006 SOX IT , [74] IDC 2006 SOX IT , [75] IDC , [76] IT SOX [77] IDC [78] IDC 2005 CIO [79] 2006 CIO [80] 2006 CIO EXP [81] A5%BF%E6%83%85%E5%A0%B1%E5%8C%96%E5%AE%9F%E6%85%8B%E8 %AA%BF%E6%9F%BB% [82] FEI Survey: Section 404 Costs Exceed Estimates ARBANES-OXLEY COMPLIANCE COSTS EXCEED ESTIMATES Companies Say Section 404 Improves Investor Confidence, But Question Cost vs. Benefit; Suggest Improvements _05 162
170 [83] Bruce W. Dearstyne (2006), PD. The Information Management Journal, Jan.Feb, 2006 [84] Charlotte Stephens, Thomas Loughman (1994), Case Study The CIO s chief concern: Communication, ELSEVIER Information & Management 27 p [85] Detlev H. Smaltz, V. Sambamurthy, and Ritu Agarwal (2006), The Antecedents of CIO Role Effectiveness in Organizations: An Empirical Study in the Healthcare Sector, IEEE Transactions on Engineering Management, Vol. 53, No. 2, May 2006 [86] Bernard, Scott Alexander, Ph.D., Virginia Polytechnic Institute and State University, Evaluating Clinger-Cohen Act compliance in federal agency chief officer positions =309&VName=PQD [87] Mary C. Jones, G. Stephen Taylor, Barbara A. Spencer(1995), Research The CEO/CIO relationship revisited: An empirical assessment of satisfaction with IS, Information & Management 29 p [88] Naoko IWASAKI, Toshio OBI(2005), A new Role for CIO in the Knowledge Society, Knowledge Management, Proceeding of Knowledge Management 2005, 4th International Conference for IT and Higher Education Sept.28-30, 2005, Siam University, Bangkok, Thailand [89] Peter Gottschalk(1999), Department of Technology Management, Norwegian School of Management, Strategic management of IS/IT functions: the role of the CIO in Norwegian organizations International Journal of Information Management 19, 1999, p [90] Preston, D.S. Texas Christian University, Development of shared understanding between the chief Information Officer and top management team in U.S. and French organizations; A cross-cultural comparison, IEEE transactions on Engineering Management Volume 53, Issue 2, May 2006, p [91] Stephanie Watts and John C. Henderson (2006), Innovative IT climate: CIO perspectives, Journal of Strategic Information Systems 15, 17 Oct 2005, p [92] W. R Synnott (1987), The Emerging Chief Information Officer, Information Management Review, 3: , p [93] Peter Drucker (1993) Management, Harper Business 163
171 1 IT CIO IT PDCA IT SOX IT CIO 1 CIO George Mason University CIO The 1 st Survey on CIO - Core Competences for ICT Value-added March 2006 George Mason University, USA Naoko IWASAKI, GITS, Waseda University Please complete with the appropriate information What is your title? CIO Director Manager Other 164
172 What is your line of business? Aerospace / Defense contractor Manufacturing / Process industries (non computer related) Finance / Banking / Accounting Insurance Real estate / legal Government; federal (including military) Government; state or local Healthcare / Pharmaceuticals / Medical services Hospitality Wholesale / retail trade (non computer related) Transportation; land, sea or air Telecommunications/ Electric/ Gas Publishing / Advertising / Broadcasting / Public Relations Internet service provider Communications carrier Mining / Construction / Petroleum Refining / agriculture Data processing services / Consulting Education Research / Development Business services/ consulting (non- computer related) Manufacturer of computer, communication peripheral equipment / VAR / VAD/ System or network integrator Computer-related retailer / wholesaler/ Distributor Law enforcement Other Do you have decision power on IT investment, budget and evaluation issues? Yes No To whom do you report? CEO COO CFO CIO Other Approximately how many people are employed by your organization? (Please include all plants, divisions, branches, parents, and worldwide subsidiaries) 40,000 or more 165
173 30,000-39,999 20,000-29,999 10,000-19,999 5,000-9,999 1,000-4, Under 500 Select the dollar amount that best represents the gross sales or revenues for your organization. Include all plants, divisions, parents and worldwide subsidiaries. Greater than $40 billion $30 billion to $40 billion $15 billion to $29.9 billion $10 billion to $14.9 billion $5 billion to $9.9 billion $1 billion to $4.9 billion $500 million to $999 million $100 million to $499 million $50 million to $99 million Less than $50 million Has your budget on IT increased, decreased or stayed the same in the past year? Increased Decreased Stared the same 166
174 Please evaluate the importance of the following issues according to the given scale. Preferential Core Competence Survey based on Clinger Cohen Act 1.0-Policy and Organizational General Discussion: The CIO has one of the most serious positions in the government and must be able to talk to an extremely wide range of people. They work in a fast-changing environment (technology, legislation, policy, and politics) and there is a "felt pain" about the size and scope of the job. 1.1-Department/Agency missions, organization, functions, policies, procedures 1.2-Governing laws and regulations (e.g. the Clinger-Cohen Act, E-Government Act, GPRA, PRA, GPEA, OMB Circulars A-11 and A-130, PDD 63) 1.3-Federal government decision-making, policy making process and budget formulation and execution process 1.4-Linkages and interrelationships among Agency heads, COO, CIO, and CFO functions 1.5-Intergovernmental programs, policies, and processes 1.6-Privacy and security 1.7-Information management 1.8- Governmental mechanisms and procedures / autonomy 1.9- (Identification of) Shared roles between government and industry Budget planning and execution Communication skills and Public Relations Construction of a wide information network inside and outside the organization 2.0 Leadership/Managerial General Discussion: Management concepts are important but CIOs must move beyond management to leadership. They must be able to understand the dimensions of Clinger-Cohen, and how they play out operationally in their organization. Interpersonal skills are essential for success because of the frequency of change, and the need to communicate vision. 2.1-Defining roles, skill sets, and responsibilities of Senior Officials, CIO staff, and stakeholders 2.2-Methods for building federal IT management and technical staff expertise 2.3-Competency testing - standards, certification, and performance 167
175 assessment 2.4-Partnership/team-building techniques 2.5-Personnel performance management techniques 2.6-Principles and practices of knowledge management 2.7-Practices which attract and retain qualified IT personnel 2.8 Accountability 3.0: Process/Change Management General Discussion: The paramount role of the CIO is as Chief Visionary of the organization. As such the CIO works in strong partnership with the CEO/COO who is the chief change agent. CIOs need to distinguish between the behavioral and affective dimensions of change management (including essential stakeholder "buy-in") that are more related to leadership and the cognitive dimensions of process management that provide "measuring points" and are a tool for change management. It is important that CIOs be familiar with Organizational Development (OD) concepts and OD's importance as an independent discipline. It is also essential for CIOs to be open to the role of Business Process Improvement as a frame/context for introducing any type of new business-based technology change including E-Government, Smart Cards and other government initiatives. 3.1-Techniques/models of organizational development and change 3.2-Techniques and models of process management and control 3.3-Modeling and simulation tools and methods 3.4-Quality improvement models and methods 3.5-Business process redesign/reengineering models and methods 3.6- Recollection and utilization of Best Practices 4.0: Information Resources Strategy and Planning General Discussion: IT must be a value-adding dimension of the business plan. IRM strategic planning must begin with the business strategic planning process and integrate with the organization's business functions and plans since business planning and IRM planning are parallel and coupled processes. Thus the CIO must be able to ask the right questions and understand the answers. IRM planning should also address cross-governmental and inter-agency planning issues as these are becoming increasingly important in E-Government implementation. The planning process itself must be holistic, flexible (not platform or vendor specific), at a high level and must be in balance with the overall business strategy. IT's strategic plan must be a lesson in integrating since IT should be woven into the very fabric of the way the organization does 168
大学論集第42号本文.indb
42 2010 2011 3 279 295 COSO 281 COSO 1990 1 internal control 1 19962007, Internal Control Integrated Framework COSO COSO 282 42 2 2) the Committee of Sponsoring Organizations of the Treadway committee
本文／ＹＡＺ１７２Ｐ
2004 2005 2006 2007 Committee of Sponsoring Organizations of Treadway Commission COSO 1992 Internal Control-Integrated Framework COSO 1 1 COSO 2009 7 27 2009 9 11 21 1956 1980 1986 MBA 1980 2006 1990 1993
APU win-win
APU win-win ACPA PMBOK PMBOK Project Management Institute, PMI Project Management Body of Knowledge PMBOK RR R R.%.% PMI PMBOK PMI PMBOK PMBOK PMBOK PMBOK PMBOK PDCAPlan- Do-Check-ActPMBOK PDCA PMBOK PDCA
公務員倫理問題への新アプローチ
OECD CPI CPI CPI CPI CPI CPI / GDP / / / /.............................. Transparency International Corruption Perception Index CPI CPI 30 25 20 15 10 5 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
IP Management Within Universities: Experiences in the US
yuko.harayama@most.tohoku.ac.jp 17/3/2004 1 Ref. Sandelin TLO expertise Ref. AUTM 17/3/2004 2 Ref. Heller & Eisenberg, 1998 The scientific commons is becoming privatized! (Ref. Nelson, 2003) 17/3/2004
Title < 論文 > 公立学校における在日韓国 朝鮮人教育の位置に関する社会学的考察 : 大阪と京都における 民族学級 の事例から Author(s) 金, 兌恩 Citation 京都社会学年報 : KJS = Kyoto journal of so 14: 21-41 Issue Date 2006-12-25 URL http://hdl.handle.net/2433/192679 Right
ISO GC 24
UNGC UNGC Mitsuhiro Umezu, Ph.D.: Associate Professor, Faculty of Business and Commerce, Keio University Ph. D. 23 ISO GC 24 25 CSR NGO NPO 26 GC NGO NPO 27 Communication on Progress COP The Principles
PMI2005北米大会報告書
2 3 Metro Toronto Convention Center Toronto, Canada PMI PMI SIG Meeting Paper Presentation PM PM PMI 4 5 8-15 Sep. 2005, Metro Toronto Convention Center, Toronto, Canada 6 7 CEO PM 180,000 PMI BMW PMI
<95DB8C9288E397C389C88A E696E6462>
2011 Vol.60 No.2 p.138 147 Performance of the Japanese long-term care benefit: An International comparison based on OECD health data Mie MORIKAWA[1] Takako TSUTSUI[2] [1]National Institute of Public Health,
Vol. 48 No. 3 Mar PM PM PMBOK PM PM PM PM PM A Proposal and Its Demonstration of Developing System for Project Managers through University-Indus
Vol. 48 No. 3 Mar. 2007 PM PM PMBOK PM PM PM PM PM A Proposal and Its Demonstration of Developing System for Project Managers through University-Industry Collaboration Yoshiaki Matsuzawa and Hajime Ohiwa
海保英孝２２３‐２４１／２２３‐２４１
1. (2005, 2006) (Balanced Scorecard, BSC) (Performance Management) BSC Harvard Business Review Kaplan and Norton (1992) Analog Devices Arthur M. Schneiderman 2000; SchneidermanKaplan and Norton (2000)
PDCA
PDCA / / -- -- -- -- -- -- % % --- --- - No.--- --- --- A B C D + + + + + + + + + A B C D........................ --- OJT PDCA Eliminate Combine ECRS Rearrange Simplify -- - BKC IT BKC BKC APU -- :
Title 社 会 化 教 育 における 公 民 的 資 質 : 法 教 育 における 憲 法 的 価 値 原 理 ( fulltext ) Author(s) 中 平, 一 義 Citation 学 校 教 育 学 研 究 論 集 (21): 113-126 Issue Date 2010-03 URL http://hdl.handle.net/2309/107543 Publisher 東 京
Juntendo Medical Journal
* Department of Health Science Health Sociology Section, Juntendo University School of Health and Sports Science, Chiba, Japan (WHO: Ottawa Charter for Health promotion, 1986.) (WHO: Bangkok Charter
YUHO
-1- -2- -3- -4- -5- -6- -7- -8- -9- -10- -11- -12- -13- -14- -15- -16- -17- -18- -19- -20- -21- -22- -23- -24- -25- -26- -27- -28- -29- -30- -31- -32- -33- -34- -35- -36- -37- -38- -39- -40- -41- -42-
Salesforce DX.key
Salesforce DX とは? Salesforceの開発生産性向上のための新機能 Mitsuhiro Okamoto Senior Developer Evangelist Trail blazer @mitsuhiro mokamoto@salesforce.com Forward-Looking Statements Statement under the Private Securities
Research on Academic Degrees and University Evaluation The Chronicle of Higher Education Chronicle Analytical Perspectives Research Centers Directory Research Centers Directory Administrative Policies
シラバス政治学H18.PDF
- 58 - Introduction to Politics (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) (19) (20) (21) http://member.social.tsukuba.ac.jp/tujinaka/ Political Thought http://member.social.tsukuba.ac.jp/kondo/
Ł\”ƒ1PDFŠp
73 88 Takeshi MIZUGUCHI This article investigates several studies, proposals and practices regarding environmental accounting and environmental information disclosure. Objects of the investigation include
加藤恭子 indd
1991 EQ Zwell 2000 10 20012002 2002 20042006 2007 2007 Zwell 20002002 Human Resource Management HRM HRM 1 1950 12000 2007 1 2001 2001 2006 White 1959 Motivation Reconsidered: The Concept of Competence
MRI ｜ 所報 ｜ 分権経営の進展下におけるグループ・マネジメント
JOURNAL OF MITSUBISHI RESEARCH INSTITUTE No. 35 1999 (03)3277-0003 FAX (03)3277-0520 E-mailprd@mri.co.jp 76 Research Paper Group Management in the Development of Decentralized Management Satoshi Komatsubara,
untitled
2 3-2-1 RIA 2 RIA 1 RIA 2 2 1 3-2-2 RIA OMB CAO 3-2-3 OMB OIRA Office of Information and Regulatory Affairs RIA 12866 RIA OIRA's review of a draft regulation OMB 12866 Return Letters OMB Prompt Letters
) ,
Vol. 2, 1 17, 2013 1986 A study about the development of the basic policy in the field of reform of China s sports system 1986 HaoWen Wu Abstract: This study focuses on the development of the basic policy
52-2.indb
Jpn. J. Health Phys., 52 (2) 55 60 (2017) DOI: 10.5453/jhps.52.55 * 1 * 2 * 2 * 3 * 3 2016 10 28 2017 3 8 Enhancement of Knowledge on Radiation Risk Yukihiko KASAI,* 1 Hiromi KUDO,* 2 Masahiro HOSODA,*
仏大 総合研究所・紀要２１号☆／１．大藪
PFI Private Finance InitiativeNPM New Public Management NPM NPM New Public Management PPP Public Private Partnership NPM OECD Citizen s Charter ICT performance PPP Public Private Partnership NPM New Public
11モーゲージカンパニー研究論文.PDF
2003 Outline of the Study 1. Purpose Housing finance in Japan is now at a turning point because the Government Housing Loan Corporation (the HLC) is scheduled to become an independent administrative
_念3）医療2009_夏.indd
Evaluation of the Social Benefits of the Regional Medical System Based on Land Price Information -A Hedonic Valuation of the Sense of Relief Provided by Health Care Facilities- Takuma Sugahara Ph.D. Abstract
1 4 4 [3] SNS 5 SNS , ,000 [2] c 2013 Information Processing Society of Japan
![1 4 4 [3] SNS 5 SNS , ,000 [2] c 2013 Information Processing Society of Japan](/thumbs/93/112672153.jpg "1 4 4 [3] SNS 5 SNS , ,000 [2] c 2013 Information Processing Society of Japan")
SNS 1,a) 2 3 3 2012 3 30, 2012 10 10 SNS SNS Development of Firefighting Knowledge Succession Support SNS in Tokyo Fire Department Koutarou Ohno 1,a) Yuki Ogawa 2 Hirohiko Suwa 3 Toshizumi Ohta 3 Received:
Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involv
/mokamoto @mitsuhiro in/mitsuhiro Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties,
日本感性工学会論文誌
Vol.13 No.2 pp.391-402 2014 PROGRESS Consideration of the Transition in Mitsubishi Electric Corporate Website Design Transition in Response to Environmental Change and Record through the Case of Corporate
[1987][2000] Awareness
![[1987][2000] Awareness](/thumbs/92/108285816.jpg "[1987][2000] Awareness")
* 1 11 7 1 1999 1 2005 NISC 10 2005 2009 3 1* 1 [1987][2000] 1 2 2006 3 3 Awareness 1 2 3 http://www.ristex.jp/examin/infosociety/gobernance/pdf/fin_hayashikou.pdf 2 4 2 3 4 5 6 2 3 2.1 1 4 1 [1975][1991][2006]
Sport and the Media: The Close Relationship between Sport and Broadcasting SUDO, Haruo1) Abstract This report tries to demonstrate the relationship be
Sport and the Media: The Close Relationship between Sport and Broadcasting SUDO, Haruo1) Abstract This report tries to demonstrate the relationship between broadcasting and sport (major sport and professional
自治体への戦略マネジメントモデルの適用 SWOT分析を中心に
ESRI Discussion Paper Series No.157 by February 2006 Economic and Social Research Institute Cabinet Office Tokyo, Japan 1 E-mail:ohsumi@kanto-gakuin.ac.jp -2 - Application of strategic management model
(1) i NGO ii (2) 112
MEMOIRS OF SHONAN INSTITUTE OF TECHNOLOGY Vol. 41, No. 1, 2007 * * 2 * 3 * 4 * 5 * 6 * 7 * 8 Service Learning for Engineering Students Satsuki TASAKA*, Mitsutoshi ISHIMURA* 2, Hikaru MIZUTANI* 3, Naoyuki
Powered by TCPDF ( Title 米国における障害者を対象とした野外教育 : 米国の障害者政策と障害者教育の変遷との関連 Sub Title Outdoor education for people with disabilities in United
Powered by TCPDF (www.tcpdf.org) Title 米国における障害者を対象とした野外教育 : 米国の障害者政策と障害者教育の変遷との関連 Sub Title Outdoor education for people with disabilities in United States : administrative policies and legislation for
Core Ethics Vol. a
Core Ethics Vol. CP CP CP Core Ethics Vol. a - CP - - Core Ethics Vol. CP CP CP b CP CP CP e f a c c c c c c CP CP CP d CP ADL Core Ethics Vol. ADL ADL CP CP CP CP CP CP CP,,, d Core Ethics Vol. CP b GHQ
01-全体表紙.PDF
1 2005 11 26 1 1 5 15 18 1 1. 2005 11 26 09 00 1245 12 45 18207 2. 1,000 2,000 3. 4,000 2,000 5,000 4. 10,000 2,000 30,000 5. 1 20 10 1300 17 00 1500 1700 6. 7. TEL 047-372-4111 821 FAX 047-373-9901 E-MailAPI-jimu@cuc.ac.jp
,,,,., C Java,,.,,.,., ,,.,, i
24 Development of the programming s learning tool for children be derived from maze 1130353 2013 3 1 ,,,,., C Java,,.,,.,., 1 6 1 2.,,.,, i Abstract Development of the programming s learning tool for children
A5 PDF.pwd
Kwansei Gakuin University Rep Title Author(s) 家 族 にとっての 労 働 法 制 のあり 方 : 子 どもにとっての 親 の 非 正 規 労 働 を 中 心 に Hasegawa, Junko, 長 谷 川, 淳 子 Citation 法 と 政 治, 65(3): 193(825)-236(868) Issue Date 2014-11-30 URL
Dill,, pp. - - EU i - - i - - - COE - COE COE COE Good Practice GP GP GP GP JABEE INQAAHE PDCA Plan-Do-Check-Action - FD FD - - Rice,, p. niche - i - -Jones,, pp. - MCAT - - - - - - - - - - - - - -
Taro10-プレス用概要（ハイブリッ
10 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 1 1 2 2 3 4 5 61 7 8 3 9 10 11 4 12 1 13 14 5 15 16 17 18 19 20 21 22 6
ハイコミットメントモデルの有効性についての考察
No. 21 2001 8 Abstract The purpose of this study is to analyze the current validity of the high commitment management model, which has been widely used in the USA and Europe. This model has shown efficiency
資料1－3
WPT (2017) ( ) *JST Center of Innovation ( 13- ) Last 5X * 16 8, 15 7, 14 6 METLAB 16 20, 15 18 WPT * IEEE MTTS Wireless Power Transfer Conference ( 11-, ) MTTS TC-26 (Wireless Energy Transfer and Conversion
PREFACE This report contains data on degrees awarded at Jackson State University by academic discipline, educational level and gender for the years. A
FIFTEEN REPORT OF DEGREES CONFERRED BY ACADEMIC DISCIPLINES PREFACE This report contains data on degrees awarded at Jackson State University by academic discipline, educational level and gender for the
840 Geographical Review of Japan 73A-12 835-854 2000 The Mechanism of Household Reproduction in the Fishing Community on Oro Island Masakazu YAMAUCHI (Graduate Student, Tokyo University) This
Bull. of Nippon Sport Sci. Univ. 47 (1) Devising musical expression in teaching methods for elementary music An attempt at shared teaching
Bull. of Nippon Sport Sci. Univ. 47 (1) 45 70 2017 Devising musical expression in teaching methods for elementary music An attempt at shared teaching materials for singing and arrangements for piano accompaniment
Vol.55 No (Jan. 2014) saccess 6 saccess 7 saccess 2. [3] p.33 * B (A) (B) (C) (D) (E) (F) *1 [3], [4] Web PDF a m
![Vol.55 No (Jan. 2014) saccess 6 saccess 7 saccess 2. [3] p.33 * B (A) (B) (C) (D) (E) (F) *1 [3], [4] Web PDF a m](/thumbs/92/108648363.jpg "Vol.55 No (Jan. 2014) saccess 6 saccess 7 saccess 2. [3] p.33 * B (A) (B) (C) (D) (E) (F) *1 [3], [4] Web PDF a m")
Vol.55 No.1 2 15 (Jan. 2014) 1,a) 2,3,b) 4,3,c) 3,d) 2013 3 18, 2013 10 9 saccess 1 1 saccess saccess Design and Implementation of an Online Tool for Database Education Hiroyuki Nagataki 1,a) Yoshiaki
12_11B-5-00-omote※トンボ付き.indd
Enquiry CEPA website (http://www.tid.gov.hk/english/cepa/index.html) provides information on the content and implementation details of various CEPA liberalisation and facilitative measures, including the
untitled
10 90 ICT ICT 2007 ICT 90 ICT ICT ICT ICT ICT ICT ICT - 1 - - 2 - 1.1 IT 1 2 90 BPR 2007-3 - 1.2 1960 70 3 4 5 6 7 1980-4 - 1 http://www.kogures.com/hitoshi 2 2004 2004 3 1990 4 P.F. 1993 5 / 1996 6 /
2013 Vol.62 No.6 p.617 624 Use of cost-effectiveness evaluation in local government administration in cancer screening: from the perspective of someone who competes to secure budget Masahiko KANNO Adult
01_舘野.indd
論 文 Hospitality in the Tourism Industry: Present Conditions and Problems Kazuko TATENO and Ryozo MATSUMOTO Abstract The meaning and usage of hospitality varies according to different fields of study and
PBO 2000~ PBO Funded Ratio - 12/31/93 to Present 140% 130% 120% 110% 100% 90% 82.6% as of 7/31/ % 70% 81.6% as of YE % 1993
2004 PBO 2000~2002 3 10 1990 PBO Funded Ratio - 12/31/93 to Present 140% 130% 120% 110% 100% 90% 82.6% as of 7/31/2004 80% 70% 81.6% as of YE 1993 60% 199312 199412 199512 199612 199712 199812 199912 200012
PDF.....p
5 NGO 2006 2010 ODA JICA JBIC AusAid 118 5 VAMSEPII 2004 2007 VAMSEPII 1 NPO 2 3 4 1 NGO 119 1980 ODA 1 ALNAP 1 FASID http://www.fasid. or.jp/chosa/oda/kenkyukai.html 120 5 Active Learning Network for
H22H23 4.
JST/RISTEX JST/RISTEX (y2sawata@jst.go.jp) Research Institute of Science and Technology for Society (RISTEX), Japan Science and Technology Agency (JST) 1. 2. 3. H22H23 4. 2004.12 21 3 2006.3 2006.7 SPRING
０１ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六七八九零壱弐０２ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六七八九零壱弐０３ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六七八九零壱弐０４ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六七八九零壱弐０５ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六七八九零壱弐０６ⅢⅣⅤⅥⅦⅧⅨⅩ一二三四五六
*1 2 PR ( ) 1. 1 1.1. 2 1 2.2 3. 4. 5. 6. *1 Graduate School for Creative Cities, Osaka City University 1.2. Vol.6 (March, 2006) 3. 01) 02) ( ) 03) 04) 05) 06) 07) 08) 5.2.1. 09) 10),11) 2. 2.1. 2 1 2
ISSN NII Technical Report Patent application and industry-university cooperation: Analysis of joint applications for patent in the Universit
ISSN 1346-5597 NII Technical Report Patent application and industry-university cooperation: Analysis of joint applications for patent in the University of Tokyo Morio SHIBAYAMA, Masaharu YANO, Kiminori
グローバル化時代における日本の労働市場と留学生をめぐる考察
No.7, 77-88 (2006) Transition of the Roles of Japan s International Education Policy -From Foreign Aid to Global Citizenship- TAKEDA Satoko Nihon University, Graduate School of Social and Cultural Studies
橡25渡辺航.PDF
1 NPR 1 NPR 2 NPR 2 1 NPR 2 NPRG 3 1 2 1980 1992 12 National Performance Review NPR National Partnership for Reinventing Government NPRG NPR 1 NPR NPR NPR NPR NPR 25 477 2003 2 NPR NPR 1994 NPRG 3 NPR
- March IMF IMF IMF ITO The General Agreement on Tariffs and Trade
M&A IMF IMF gold tranche - March IMF IMF IMF ITO The General Agreement on Tariffs and Trade IMF IMF IMF GATT OECD OECD BITs. - March. U I = I (r m, i, Z * r m i Z * (= Z / Z) I / r m > I / i < I / Z *
October October October October Geoffrey M. White, White October Edward Relph,, Place and Placelessness, Pion limited October Geoffrey M. White,, National subjects September and Pearl Harbor, American
untitled
1 BCP(Business Continuity Plan) 1 BCP 2 BCP 6 9 10 BCP 10 11 BCP 12 BCP 15 BCP 16 BCP 17 17 BCP 18 BCP 19 22 24 25 26 28 28 33 37 BCP 41 BCP BCP BCP BCP BCP BCP(Business Continuity Plan) 1 2 BCPBusiness
環境影響評価制度をめぐる法的諸問題（4） : 米国の環境影響評価制度について
Kwansei Gakuin University Rep Title Author(s) 環 境 影 響 評 価 制 度 をめぐる 法 的 諸 問 題 (4) : 米 国 の 環 境 影 響 評 価 制 度 について Sekine, Takamichi, 関 根, 孝 道 Citation 総 合 政 策 研 究, 33: 73-103 Issue Date 2010-02-20 URL http://hdl.handle.net/10236/3583
Core Ethics Vol.
Core Ethics Vol. < > Core Ethics Vol. ( ) ( ) < > < > < > < > < > < > ( ) < > ( ) < > - ( ) < > < > < > < > < > < > < > < > ( ) Core Ethics Vol. ( ) ( ) ( ) < > ( ) < > ( ) < > ( ) < >
1 2 1 2012 39 1964 1997 1 p. 65 1 88 2 1 2 2 1 2 5 3 2 1 89 1 2012 Frantzen & Magnan 2005 2010 6 N2 2014 3 3.1 2015 2009 1 2 3 2 90 2 3 2 B1 B1 1 2 1 2 1 2 1 3.2 1 2014 2015 2 2 2014 2015 9 4.1 91 1 2
1970). Baumol, W. J., Panzar, J. C. and R. D. Willig (1982); Contestable Markets and The Theory of Industry Structure, 1982. Caves, R. and M. E. Porter (1977); From entry barriers to mobility barriers:
PowerPoint Presentation
Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such
米国予算編成プロセスの紹介
OMB CBO GAO Formation of the President s s Budget Under the United States Constitution, in Article I, section 1, the power to legislate is vested in the United States Congress. The Congress of the United
IT IT JUAS
2000 25 27 IT IT JUAS 1 IT IT IT IT IT IT 80 CKO(Chief Knowledge Officer) 1 2 3 CKO 4 5 CKO 6 " CIO " 1 2 1 3 1 2 3 4 E-mail 2 IT IT IT IT IT IT 1 2 3 3 21 20 20 Intangible Asset 4 M Customer Intimacy
44 2012 2013 3 35 48 法人化後の国立大学の収入変動 37 法人化後の国立大学の収入変動 2009 2005 2010 2012 2012 2008 2009a 2010 16 18 17 20 2 4 2012 38 44 2012 17 22 (1) (2) 2012 5 GP COE 30 WPI 1 2012 17 22 16 17 22 17 17 19 2012 2012
英国のFunding Agency としてのResearch Councils の役割
Funding Agency Research Councils Chief Scientific Advisor Cabinet Parliament Council for Science & Technology Department of Trade & Industry Office of Science & Technology Director General of the Research
19 Figure-2 General Layout of Mahaica-Mahicony-Abary Lower River Basin Rural Development Plan Study Location Map of Cooperative Republic of Guyana PROJECT DIGEST 1. PROJECT TITLE : Mahaica-Mahaicony-Abary
橡公共工事の発注システム ビジネスレビュー.PDF
47 4 1993 (1) (2) (3) (4) (5) (6) 1 - 2 1-1993 5 20 1 3 2 Private Finance Initiative 2 1999 7 23-1997 Procurement Guidance 4 1 Government Construction Procurement Guidance, HM Treasury, U.K., 1997 Investment
Building a Culture of Self- Access Learning at a Japanese University An Action Research Project Clair Taylor Gerald Talandis Jr. Michael Stout Keiko Omura Problem Action Research English Central Spring,
The Journal of the Japan Academy of Nursing Administration and Policies Vol 7, No 2, pp 19 _ 30, 2004 Survey on Counseling Services Performed by Nursi
The Journal of the Japan Academy of Nursing Administration and Policies Vol 7, No 2, pp 19 _ 30, 2004 Survey on Counseling Services Performed by Nursing Professionals for Diabetic Outpatients Not Using
表紙1
LIPER HERA: Higher Education Role Analysis 17 18 19 1.1 Christopher Hood Martin Lodge capacity 1 1980 34 David C. McClelland Testing for Competence Rather than for Intelligence 2 traits 3 Looking to the
3 - i
ISSN 1346-2121 JOURNAL OF MITSUBISHI RESEARCH INSTITUTE No.39 2001 3 - i Current Situation of Project Finance in Japan Research Paper Current Situation of Project Finance in Japan Hitoshi Wakamatsu Summary
P
03-3208-22482013 Vol.2 Summer & Autumn 2013 Vol.2 Summer & Autumn 90 527 P.156 611 91 C O N T E N T S 2013 03-3208-2248 2 3 4 6 Information 7 8 9 10 2 115 154 10 43 52 61 156 158 160 161 163 79 114 1 2
44 2012 2013 3 195 210 教養教育のカリキュラムと実施組織に関する一考察 2011 教養教育のカリキュラムと実施組織に関する一考察 197 2011 2011 1999 2004 1963 1 1991 29 2002 2 10 2002200320032004 20052002 2008 2011 198 44 2 34 5 6 1995 1999 2001 2005 2006
Financial Reporting Standard 17 FRS17 FAS87 87 Financial Accounting Standard 87 FAS87 International Accounting Standard Board IASB 19 Internat
No,25-36(2005) Two Changes in Accounting Principles of Pension Plans British, or Americanthat is the question Masaharu Usuki Nihon University, Graduate School of Social and Cultural School, and NLI Research
PC 5G ICT MWC 10 2,200 3,600 MWC 2016 NFC IoT 5G, VR ICT K AI GSMA GSMA Mobile IoT 5G MTC: Machine Type Communica
No. 29 October 2017 1 2 Can Mobile Government be Superior to e-government? Naoko Iwasaki, Toshio Obi This article is to analyze the emerging subject on digital transformation in the field of e-government.
Web Stamps 96 KJ Stamps Web Vol 8, No 1, 2004
The Journal of the Japan Academy of Nursing Administration and Policies Vol 8, No 1, pp 43 _ 57, 2004 The Literature Review of the Japanese Nurses Job Satisfaction Research Which the Stamps-Ozaki Scale
St. Andrew's University NII-Electronic Library Service
,, No. F. P. soul F. P. V. D. C. B. C. J. Saleebey, D. 2006 Introduction: Power in the People, Saleebey, D. Ed., The Strengths Perspective in Social Work Practice, 4 th ed, Pearson. 82 84. Rapp, C.
2-栗原.TXT
NAOSITE: Nagasaki University's Ac Title カジノ税に関する一考察 Author(s) 栗原, 克文 Citation 經營と經濟, vol.89(1), pp.17-34; 2009 Issue Date 2009-06 URL http://hdl.handle.net/10069/23392 Right This document is downloaded
201/扉
Mohammad Reza SARKAR ARANI Associate Professor, Allameh Tabatabai University Visiting Research Scholar, International Research Center for Japanese Studies 200718 Mohammad Reza SARKAR ARANI Visiting Research
The Japanese economy in FY2015 suffered from sluggish growth in individual consumption, while the foreign exchange market remained unstable with high volatility. Even in such an economic environment, MSF
評論・社会科学 ９０号（よこ）（Ｐ）／４．咸
1 2008 7 1 1 4 5 1 1998 2003 2005 3 2 2008 7 1 2009 7 30 2009 11 18 2009 2009 2008 1 1 1 1 65 1970 3.1 2000 7.2 7 2008 10.7 14 2018 1 2 1985 41.92008 50.0 2004 15 59 2003 2010 79 2020 114 OECD 1 65 2006
No. 26 March 2016 IoT innovation IoT innovation 1 2 ICT Industry and IoT Innovation-Case Study of Competition and Cooperation between ICT and Automobi
No. 26 March 2016 1 2 ICT Industry and IoT Innovation-Case Study of Competition and Cooperation between ICT and Automobile Industries Naoko Iwasaki, Toshio Obi Information and Communication Industry faces
SMBC Group Report 2018 CEO CEO SMBC Group Report 2018 1 SMBC 4 SMBC 6 7 ESG 10 SMBC 12 CEO 20 22 CFO 27 28 30 32 34 36 38 40 42 SMBC SMBC Group Report 2018 IIRC 2013 12 SMBC Group Report 2018 CSR 2017
先端社会研究 ★５★号／４．山崎
71 72 5 1 2005 7 8 47 14 2,379 2,440 1 2 3 2 73 4 3 1 4 1 5 1 5 8 3 2002 79 232 2 1999 249 265 74 5 3 5. 1 1 3. 1 1 2004 4. 1 23 2 75 52 5,000 2 500 250 250 125 3 1995 1998 76 5 1 2 1 100 2004 4 100 200
スライド 1
2010.2.18 CSS Nite in Ginza Vol.44 JIS X 8341-3 60 1 2004 vs 2010 2010 2 18 2010.2.18 CSS Nite in Ginza Vol.44 3 2004 10 Web Web JIS X 8341-3 W3C / WCAG 2010.2.18 CSS Nite in Ginza Vol.44 2010.2.18 CSS
1 基本的考え方
... 1 1.1. BCP(Business Continuity Plan) 1 1.2. BCP 2 1.3. BCP 6 1.4. 9... 10 2.1. BCP 10 2.2. 11 2.3. 12 2.4. BCP 14 2.5. BCP 15 BCP... 17 3.1. 17 3.3. BCP 19 3.4. 22 3.5. 24 3.6. 25 3.7. 26... 28 4.1.
2
Programming of Terrestrial Broadcasters and BS Digital Broadcasters by Genre ABSTRACT This study examined the programming of terrestrial and BS digital broadcasters by genre from the viewpoint of economics,
スライド 1
Asian Inter-regional Professional Securities Market 200761 NIRA 20006 2002/6 2006/5 2009/1 2003/4 CP 2006/1 2007/1 2004/5 DVP 9/11 T+1 T+3 Customer First, Information Technology, Global Standard, Contestability
206“ƒŁ\”ƒ-fl_“H„¤‰ZŁñ
105 206 105 117 2007 105 3 LCC 110 106 LCC 111 106 1 111 107 2 112 1 107 3 114 2 108 115 109 115 1 LCC 110 Summary 117 2 110 2005 3 LCC 19 3 6 LCC LCC LCC 1.0 2 3, 1997 B/C Cost Benefit Ratio 1997 NPV
キャリアワークショップ教師用
iii v vi vii viii ix x xi xii 1 2 3 4 1.1 CYCLE OF SELF-RELIANCE GOALS SUCCESS INTERACTION RESOURCES 5 6 7 8 9 10 11 12 13 14 15 16 17 18 2.1 MY RESOURCES FOR THE EARTH IS FULL, AND THERE IS ENOUGH AND
A message from Mr. Ben McCracken, Resident Director of Japan Center for Michigan Universities. News Letters Annual Meeting Activity report for the Year 2013 Other Activities Board Meetings MSU Alumni
„h‹¤.05.07
Japanese Civilian Control in the Cold War Era Takeo MIYAMOTO In European and American democratic countries, the predominance of politics over military, i.e. civilian control, has been assumed as an axiom.
OJT Planned Happenstance
OJT Planned Happenstance G H J K L M N O P Q R . %. %. %. %. %. %. %. %. %. %. %. %. %. %. %. %. %. %. .... Q ......... . Planned Happenstance.. pp.- VOL.,NO. pp., Current Status of Ritsumeikan Employees
Excel IPO IPO
... 3... 4... 5... 7... 10... 10...11... 13... 15... 17... 19... 22... 24... 28... 29... 31... 37... 39... 40... 41... 43... 46... 48... 50... 52... 55... 58... 61... 66... 67... 67... 69... 71 1 /135
Ver. 1.0 (discretion) (revenue management) (fictitious revenue recognition) (window dressing) (fraudulent accounting practice) SEC (General
2004.11.25 Ver. 1.0 (discretion) (revenue management) (fictitious revenue recognition) (window dressing) (fraudulent accounting practice) SEC (Generally Accepted Accounting Principles: GAAP) GAAP (realization