| 授業名 | Corporate Governance from Investors’ Perspective |
|---|---|
| Course Title | Corporate Governance from Investors’ Perspective |
| 担当教員 Instructor Name | 古賀 健太郎（Kentaro Koga） |
| コード Couse Code | EST210_G22V |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | Live Virtual |
| 単位 Credits | 1 |
| 言語 Language | EN |
| 科目区分 Course Category | 入門科目0系 / Pre |
| 学位 Degree | Exed |
| 開講情報 Terms / Location | 2022 GSM ONLINE Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
The present course stands on the NUCB mission statement. Specifically, the course contributes to dissemination of knowledge that develops the businesses and the societies. Furthermore, the course helps the business leaders guide the firms (corporations) to drive the performance without any distortion and, thereby, ethically.
授業の目的（意義） / Importance of this course
Economic theory claims that firms should maximize the shareholders' value while addressing other stakeholders' interests. Yet, the business press reports many corporate governance conflicts between shareholders, or more generally investors, and management. The articles often describe such an incident as scandal in which management avert effort to manage the firms on behalf of the shareholders. The management cannot solve the corporate governance problem just by greater effort, however, unless they understand the intrinsic forces behind the corporate governance. This is especially true in Japan where management traditionally relied little on markets to raise capital. The present course lays out the economic theory of corporate governance that has shaped the contemporary research of corporate finance, accounting and organizational behavior.
到達目標 / Achievement Goal
The present course aims to provide the students the framework of corporate governance from investors' perspective and equip them with the options for the management to solve the corporate governance problems. Frequently, the society attribute any management problem (e.g., violation of product inspection rule) to the lack of corporate governance (e.g., management's effort aversion). The course does not take such broad perspective but focuses on the investors' perspective highlighting the conflicts between investors and management. The broad perspective may hinder any corporate governance solution by obscuring the fundamental causes of the problem; the focused perspective should guide the students to specific solutions to the corporate governance problems. Although this course takes the investors' perspective, the course covers the options that the management may take on behalf of the investors instead of investors' actions. This course therefore should benefit the students who desire to lead a firm in the future as top management facing corporate governance problem.
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the present course, the students will be able to:
• understand the different interests between investors and management
• understand management's information advantage over investors
• generate specific solutions to the problems of corporate governance from investors' perspective
• understand the different interests between investors and management
• understand management's information advantage over investors
• generate specific solutions to the problems of corporate governance from investors' perspective
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 40 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 60 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Each session is split into two parts: lecture and case discussion. In the first part, the lecturer explains the management accounting and control tools, but with an interactive pedagogy, soliciting questions and comments from the students. In the second part, the lecturer leads the discussion of the assigned case that sheds light on the lecture content.
Both the lecture and case discussion parts of each session are interactive. The lecturer encourages active class participation among students by asking questions and commenting on other students’ ideas. Although the lecturer leads the interactions, students should learn the discovery process in which they actively resolve the issues amongst themselves, and not passively wait for an “answer.”
After Day 1, the lecturer informs each student of the interim class contribution grade so that he or she can improve in Day 2.
Both the lecture and case discussion parts of each session are interactive. The lecturer encourages active class participation among students by asking questions and commenting on other students’ ideas. Although the lecturer leads the interactions, students should learn the discovery process in which they actively resolve the issues amongst themselves, and not passively wait for an “answer.”
After Day 1, the lecturer informs each student of the interim class contribution grade so that he or she can improve in Day 2.
授業スケジュール Course Schedule
第1日（Day1）
• Conflict of interests between investors and management• Management's information advantage over investors
●使用するケース
General Dynamics: Compensation and Strategy (A) & (B) (HBP Case 494048-PDF-ENG, 494049-PDF-ENG)CUC International, Inc. (A) & (B) (HBP Case 192099-PDF-ENG, 192100-PDF-ENG)
第2日（Day2）
• Dilemma of incentive system as corporate governance solution• Clash of capitalism
●使用するケース
Bausch & Lomb, Inc. (A), (B) & (C) (HBP Case 101010-PDF-ENG, 101008-PDF-ENG, 101009-PDF-ENG)Sony Corporation-Is the Sum Greater Than the Parts? (Thunderbird School of Global Management Case TB0365-PDF-ENG)
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 5 % |
| 授業内での挙手発言 Class Contribution | 45 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 50 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
教科書 Textbook
- 配布資料
参考文献・資料 Additional Readings and Resource
N/A
授業調査に対するコメント Comment on Course Evaluation
The lecturer teaches this course for the first time.
担当教員のプロフィール About the Instructor
東京大学経済学部経済学科を卒業、米国コロンビア大学経営大学院でMBA（修士課程）を修了、米国ハーバード大学経営管理大学院でDBA（博士号）を取得。
2021年より名古屋商科大学。以前の教職は、一橋大学（2009年-2021年）、米国イリノイ大学アーバナ・シャンペーン校（2002年-2009年）、早稲田大学（1998年-2001年）。イリノイ大学アーバナ・シャンペーン校では、経営学部の最優秀教授賞（2005年）、会計学科長賞（2005年）、同学の優秀教授賞（2002年-2006年、2008年、2009年の各年）を受賞。
実務家が会計情報を用いて、どのように意思決定したり、従業員を動機付けるかを実証的に研究する。特に、企業統治における会計情報の役割、戦略の変革を導くバランスト・スコアカード、原価計算と意思決定との相互作用、製品開発の中での原価企画に関心をもつ。これまで、カメラ、家電、銀行産業を調査した。1998年に戦略経営学会/マッキンゼーの優秀論文賞を受賞。
2021年より名古屋商科大学。以前の教職は、一橋大学（2009年-2021年）、米国イリノイ大学アーバナ・シャンペーン校（2002年-2009年）、早稲田大学（1998年-2001年）。イリノイ大学アーバナ・シャンペーン校では、経営学部の最優秀教授賞（2005年）、会計学科長賞（2005年）、同学の優秀教授賞（2002年-2006年、2008年、2009年の各年）を受賞。
実務家が会計情報を用いて、どのように意思決定したり、従業員を動機付けるかを実証的に研究する。特に、企業統治における会計情報の役割、戦略の変革を導くバランスト・スコアカード、原価計算と意思決定との相互作用、製品開発の中での原価企画に関心をもつ。これまで、カメラ、家電、銀行産業を調査した。1998年に戦略経営学会/マッキンゼーの優秀論文賞を受賞。
Professor Kentaro Koga received the Bachelor of Economics from the University of Tokyo, the Master of Business Administration from Columbia University in the US, and the Doctor of Business Administration from Harvard University in the US.
Professor Koga joined the NUCB in 2021. He also taught at Hitotsubashi University (1998-2021), the University of Illinois at Urbana-Champaign (2002-2009) in the US and Waseda University (1998-2001). At the University of Illinois at Urbana-Champaign, he won the College of Business Alumni Excellence-in-Teaching Award (2005) and the Accountancy Department Head’s Award (2005) and entered the Incomplete List of Teachers Ranked As Excellent by Their Students (2002-2006, 2008, 2009, respectively).
Professor Koga conducts empirical research on how managers use accounting information to make decisions and motivate employees. In particular, he is interested in the contribution of accounting information to corporate governance, the balanced scorecard that initiates strategic innovation, the interrelationship between cost systems and management decisions, and the practice of target costing during the product development process. He has studied firms in the camera, electronics and banking industries. In 1998, Professor Koga won the Strategic Management Society/McKinsey Best Conference Paper Prize (Honorable Mention).
（実務経験 Work experience）
株式会社電通グループの取締役、監査役（2012年-2022年）、株式会社りそな銀行の監査役（2013年-2019年）、株式会社三菱総合研究所の経営コンサルタント（1985年-1991年）。
Professor Koga served as the director and the audit and supervisory committee member of Dentsu Group Inc. (2012-2022) and the corporate auditor of Resona Bank, Ltd. (2013-2019). He worked as a management consultant for Mitsubishi Research Institute, Inc. (1985-1991).
Refereed Articles
- (2020) Strategy emergence through interactive control systems: Evidence from executive meetings. The Journal of Cost Accounting Research 44(2):