シラバス Syllabus

授業名 Managing Family Business
Course Title Managing Family Business
担当教員 Instructor Name 横山 研治(Kenji Yokoyama)
コード Couse Code NUC434_N21B
授業形態 Class Type 講義 Regular course
授業形式 Class Format On Campus
単位 Credits 2
言語 Language EN
科目区分 Course Category 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term4

授業の概要 Course Overview


This course, Managing Family Business, is where students learn what is necessary to be an ethical and innovative leader. This is cuncurrent with NUCB's mission.
The family business that can be defined as the business being possessed and operated by families has supported not only Japan’s economy but other economies. Family businesses are facing serious problems in the midst of population decrease and market maturity right now. Family businesses are particularly famous for its longevity. Most of longer lasting businesses than 100 years are family owned and managed. They are abundant of secrets and wisdom they have acquired through long history of management. We shouldn’t waste the secrets and wisdom, which are especially important to people who are thinking of establishing enterprises. This course provides models and theories for understanding on what the family business is all about. The course also gives the students lots of opportunities to learn wisdom and secrets for operating businesses.
Students are expected to reach the stages of understanding fundamental theories and models about family business and family business leaders' mindset and ethical behavior.

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。

LG3 Ethical Decision Making
LG4 Effective Communication

受講後得られる具体的スキルや知識 Learning Outcomes


When the students complete this course, they are expected to attain the following learning outcomes:
1. Fundamental theories and models for understanding and analyzing family business
2. Typical issues and challenges to family business
3. Approaches, solutions and ways of thinking toward the issues and challenges
4. Flexible and clear mindset about management as the result of the above threes

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 20 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 80 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

The course comprises of one class for explaining models and theories about family business, and 6 case method classes as follows.

The students are expected to share what you have prepared before the class in each group discussion and the class-wide discussion, through which your in-class contributions are evaluated as one of the main assessment criteria.

In addition, the students are expected to write a review every time after class for more than 1,000 words. Those review will be feedbacked with points from 0 up to 5. The students can get 35 points at most.

The following will be what you’ll be studying in each class:

1. Japanese family business and models and theories for family business (200 minutes)
2. Cases on family business governance 1 (200 minutes)
3. Cases on family business governance 2 (200 minutes)
4. Cases on family business strategy 1 (200 minutes)
5. Cases on family business strategy 2 (200 minutes)
6. Cases on family business succession 1 (200 minutes)
7. Cases on family business succession 2 (200 minutes)

The students are required to read the following models and theories beforehand in the course pack that I’ll be distributing later before the opening of the course. The students are duly evaluated through answers to my questions in class. The students are required to read the cases that I’ll be distributing beforehand. The case titles and questions are as follows:

1. Japanese family business and models and theories for family business
1.1 Three Circle Model
1.2 P.P.P. Model
1.3 Four Cs Model
1.4 Resource-Based View
1.5 Social Capital Theory
1.6 Dynamic Capability Theory
1.7 Agency Theory
1.8 Stewardship Theory
1.9 Socio-Emotional Wealth

2.1 Cases on family business governance 1
2.1.2 Case Title: Seven & I Holdings
Question 1: Which side would you be for, Suzuki Toshifumi’s side or the Ito family side? Why do you think so?
Question 2: How could you avoid this kind of scandal from happening? Or How would you have to handle a great contributor to your company success if you were a manger from the family?
2.1.2 Case Title: Idemitsu
Question 1: Why did they have to consider merging with another company as an industrial structure issue?
Question 2: If the management and the family strongly oppose each other about a critical issue, how would you manage the conflict between them? Please think about it by considering possible options and assessing each.
Question 3: What was the original significance of governance? Assess this case from the viewpoint of governance?
2.1.3 Case Title: Hayashibara
Question 1: Why did this scandal happen? Answer this question by listing direct or indirect causes.
Question 2: What do you think they should do in order to prevent this kind of scandal from happening again?
2.1.4 Case Title: Daio Paper Products
Question 1: Why do you think this scandal occurred? Answer the question by referring to direct and indirect causes as many as possible.
Question 2: What do you think they should do to avoid this type of scandal from happening again?

2.1.5 Case Title: Kawanishi Holdings
Question 1: What is the structure of Kawanishi’s governance? Explain relationships between the layers.
Question 2: Explain the correlation between a company’s mesenat activities (CSR) and its branding power?
2.1.6 Case Title: Sanwa Shurui 1
Question 1: Why do you think different families needed to found a company together?
Question 2: Assess the unanimous decision-making system between different families by referring to its merits and demerits.
2.1.7 Case Title: Fukuya Co., Ltd.
Question 1: Why do you think it is necessary for family business managers to listen to objective ideas and opinions?
Question 2: What other ways are there to listen to external objective opinions and ideas?

2.1.8 Case Title: Seibu Railways
Question 1: What kinds of choices were there those days? Evaluate eac3.5h.
Question 2: Yoshiaki Tsutsumi, the second son of the founder, was involved in not only the above scandal but also subsequent scandals. Why do you think a family business manager tends to be involved in scandals?
2.1.9 Case Title: Fujiya
Question 1: What kinds of choices to take were there at that time? Evaluate each.
Question 2: what do you think lower the reputation of a company? Please list as many as possible.

2.2 Cases on Family Business Strategy
2.2.1 Case Title: Uzu Kyu Mei Gan
Question 1: Explain the relationships of family business with the community.
Question 2: What kind of marketing strategy do you think a pediatric pharmacy company like Uzu Kyu Mei Gan should implement in the days of low birth rates?
2.2.2 Case Title: HERMES
Question 1: HERMES successfully implemented their change of business and strategy. What do you think were the reasons for their success?
Question 2: HERMES is facing a decrease in its sales. If they should change their line of business, what kind of item would you propose keeping their core technology in mind?
2.2.3 Case Title: Asahi Intecc
Question 1: Some family businesses consider a second foundation crucial for realizing longevity.
Question 2: What do you think become challenges when you launch a second foundation?
2.2.4 Case Title: Honda Plus
Question 1: Honda Plus changed their line of business successfully, which can be regarded as their second foundation of the company. What do you think were the reasons for success, taking into consideration the lessons you obtained in Cases 4.2 and 4.3?
2.2.5 Case Title: Sanwa Shurui 2
Question 1: Describe the marketing strategy of “iichiko” in details.
Question 2: Why do you think their marketing strategy succeeded?
Question 3: One of Sanwa Shurui’s business philosophy is “serving the community eternally”. How is the philosophy reflected on the marketing strategy of “iichiko”?

2.2.6 Case Title: Fukuya 2 and Nisshin Foods
Question 1: How would you evaluate the fact that both of the founders showed their secrets of their products to competitors for free negatively and positively?
Question 2: In which industry do you think the release of production secrets is appropriate and inappropriate?
2.2.7 Case Title: Brother Sewing Machines
Question 1: Brother was facing the drastic appreciations of the Yen against the US Dollars following the Plaza Accord in 1985. What strategy do you think industries heavily depending on exportation should take? List and evaluate strategies as many as possible.
Question 2: What do you think are necessary criteria for moving a domestic company up to a multi-national?

2.3 Cases on family business succession
2.3.1 Case Title: Fukuju En
Question 1: Elaborate on the words “the successor does not show up suddenly but should be nurtured.”
Question 2: Why do you think “having the workplace near the house” is crucial for nurturing the successor?
Question 3: The management philosophy of “being in charge” is common among long-lasting family businesses. Elaborate on the meaning of the words.
2.3.2 Case Title: Doi Shibazuke Honpo
Question 1: Takeo said that he needed to return the presidency back to the main family. What do you think about it?
Question 2: What do you think the relationships between the main family and branch families in the Japanese family business?
Question 3: Where do you think the harmonious atmosphere in the company comes from?
Question 4: What do you think about the measure to limit the number of employees from one family?
2.3.3 Case Title: Shichimiya Honpo
Question 1: How do you think Yoshinori was related to the family business in his childhood?
Question 2: It is often said that the principle of “Immutability and Fluidity” meaning the balance between what to change and what not to change, is crucial to business longevity. Generally speaking, what do you think should be changed and not changed?
Question 3: How do you think Japanese traditional items like Shichimi can be appealing to customers in other cultures?
2.3.2 Case Title: Shoeido
Question 1: Why and how do you think Masataka became interested in the family business?
Question 2: What do you think the metaphor of “Land and Tree” means?
Question 3: Describe the word “innovation as the connotation in the context of “Immutability and Fluidity.”
2.3.3 Case Title: Matsumoto Trading
Question 1: Why do you think the president of Matsumoto Trading succeed the same?
Question 2: Why do you think the 13rd president felt concerned about the future of the company? And how did he try to change the mindset of the employees?
2.3.4 Case Title: Suntory
Question 1: Why do you think Suntory decide to employ the next president from outside of the family?
Question 2: IF you were a family member who was expected to be the next president, how would you feel about the appointment of the president from outside of the families and how would you respond to him and the new regime?
Question 3: If you were the newly appointed president from outside of the families, how would you handle such sentiment of the family side?
2.3.5 Case Title: Hoshi Ryokan and SUZUKI Motors
Question 1: How would you evaluate the system “Adoption” for business succession?
Question 2: The family business tends to have limited numbers of applicants to successors. What do you think possible solutions are?

授業スケジュール Course Schedule

第1日(Day1)

第1日(Day1)
Japanese family business and models and theories for family business
The students will be learning the following models and theories:
Three Circle Model
P.P.P. Model
Four Cs
Resource-Based View
Social Capital Theory
Dynamic Capability Theory
Agency Theory
Stewardship Theory
Socio-Emotional Wealth


第2日(Day2)

第2日(Day2)
Week 2: Cases on family business governance 1
9:20 - 10:10 “Seven & I Holdings”
10:10 - 11:00 “Idemitsu”
11:00 - 11:20 Break
11:20 - 12:10 “Hayashibara”
12:10 - 13:00 “Daio Paper Products”

●使用するケース
●使用するケース
Seven & I Holdings
Idemitsu
Hayashibara
Daio Paper Products

第3日(Day3)

第3日(Day3)
Week 3: Case on family business governance 2
09:20 - 09:55 “Kawanishi Holdings”
09:55 - 10:30 “Sanwa Shurui 1”
10:30 - 11:05 “Fukuya”
11:05 - 11:20 Break
11:20 - 11:55 “Seibu Railways”
11:55 - 12:30 “Fujiya”
12:30 - 13:00 “reserve”

●使用するケース
●使用するケース
Kawanishi Holdings
Sanwa Shurui 1
Fukuya
Seibu Railways
Fujiya

第4日(Day4)

第4日(Day4)
Week 4: Cases on family business strategy 1
09:20 - 10:10 “Uzu Kyu Mei Gan”
10:10 - 11:00 “HERMES”
11:00 - 11:20 Break
11:20 - 12:10 “Asahi Intecc”
12:10 - 13:00 “Honda Plus”

●使用するケース
●使用するケース
Uzu Kyu Mei Gan
HERMES
Asahi Intecc
Honda Plus

第5日(Day5)

第5日(Day5)
Week 5: Cases on family business strategy 2
09:20 - 10:20 “Sanwa Shurui 2”
10:20 - 10:35 Break
10:35 - 11:35 “Fukuya 2
11:35 - 11:50 Break
11:50 - 13:00 “Brother Sewing Machines”

●使用するケース
●使用するケース
Sanwa Shurui 3
Fukuya and Nisshin Foods
Brother Sewing Machines

第6日(Day6)

第6日(Day6)
Week 6: Cases on family business succession 1
09:20 - 10:20 “Fukuju En”
10:20 - 10:35 Break
10:35 - 11:35 “Doi Shibazuke Honpo”
11:35 - 11:50 Break
11:50 - 13:00 “Shichimiya Honpo”

●使用するケース
●使用するケース
Fukuju En
Doi Shibazuke Honpo
Shichimiya Honpo

第7日(Day7)

第7日(Day7)
Week 7: Cases on family business succession 2
09:20 - 10:10 “Shoeido”
10:10 - 11:00 “Matsumoto Trading”
11:00 - 11:20 Break
11:20 - 12:10 “SUNTORY”
12:10 - 13:00 “Hoshi Ryokan and SUZUKI Motors”

●使用するケース
●使用するケース
Shoeido
Matsumoto Trading
SUNTORY
Hoshi Ryokan and SUZUKI Motors

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。
講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 0 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 60 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 0 %
最終レポート Final Report 40 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • Kenji Yokoyama「Course Pack "Management of Japanese Family Business"」Course Pack prepared by Instructor(2020)

参考文献・資料 Additional Readings and Resource

Craig & Justin, Leading a Family Business: Best practices for Long-term Stewardship, Praeger Pub. 2017
Jose Manuel Saiz-Alvarez ed., Entrepreneurship and Family Business Vitality, Springer, 2020
Aronoff, McClure, and Ward, Family Business Succession, Palgrave Macmillan, 2017
Carlock, When Family Businesses are Best, Palgrave Macmillan, 2010

授業調査に対するコメント Comment on Course Evaluation

Students appreciated the lecture of theories and models. I need to use more the blackboard.

担当教員のプロフィール About the Instructor 


Professor Dr. Kenji Yokoyama attained a bachelor of economics at Waseda University and a doctor of management later. His specialties are international trade practices and strategic management. He wrote more than 50 paper articles for PRJs and made more than 40 academic presentations about these areas. With his academic contribution, he was awarded the "International Trade Promotion Award" twice in 1992 and 1995, and the "Foreign Trade Academy Award" in 2002. He has been active in promoting multi-cultural education not only in Japan but also in the entire Asia Pacific area. For these activities, he was nominated and shortlisted for the Asia Contribution Award and the Asia Future Award three times in a raw from 2019 to 2020.

(実務経験 Work experience)


Before joining NUCB Business School, he had worked for Ritsumeikan Asia Pacific University (APU) for 21 years. He was one of the founders of APU. He took the positions of an Associate Dean for Academic Affairs, Dean for Admissions, Dean for Student Affairs, Dean for School of Management, Advisor to President and Vice-President during the 21 years. He was President of the AAPBS (Association of Asia Pacific Business Schools) and is now the advisor to the president. He is also the Vice-Chair of the Business School Committee at JUAA. He has been working for various public organizations as head of committees and so forth.

Refereed Articles

  • (2016) Source of Economic Growth in Ethiopia: An Application of Vector Error Correction Model. Australian Academy of Business and Economics Review (AABER) 2(4):






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