Researcher Database

（Last updated : 2023-06-27 07:11:14）

Visruth.jpg not found

NAGASHIMA MASAYASU

Department / Course College of Business Administration Department of International Business Administration

Title / Position Professor

Other Affiliations
1.	Graduate School of Business Administration

Academic background
1.	～2013/11	Doctorial Course │ Business Administration │ Sorbonne Graduate Business School │ Completed Ph.D.（Business Administration）
2.	～1999/09	Master Course │ Management of Japanese Firms │ Business Administration │ Kobe University Graduate School │ Completed Master of Business Administration
3.	～1982/03	Law │ Law │ Gakushuin University │ Graduated

Business career
1.	2019/04/01	Professor │ College of Business Administration, │ Ritsumeikan University
2.	2016/04/01 ～ 2019/03/31	Professor │ School of Economics & Management, │ KochiUniversity　of Technology,
3.	2014/04/01 ～ 2016/03/31	Associate Professor │ School of Management, │ Kochi University　of Technology
4.	2003/09/01 ～ 2011/12/31	Planning Director │ │ Panasonic France
5.	1995/07/01 ～ 2003/08/31	Overseas Marketing Manager │ Microwave Oven Division, │ Panasonic Corporation
Display All（7）

Committee and society
1.	2016/04 ～ 2017/03	高知県「高知県地域おこし人材連携推進事業」企画提案審査会委員

Research activities
1.		Japanese Operations Management and Strategy Association(JOMSA)
2.		European Operations Management Association(EurOMA)
3.		Institute for Operations Research and Management Sciences(INFORMS)
4.		Production and Operations Management Society(POMS)

Subject of research
1.	“Triad perspective of global supply chain integration among R&D, production and marketing”

Research summary
“Triad perspective of global supply chain integration among R&D, production and marketing” My major research concern is to examine how to implement the global integration among R&D, production, and marketing activities in Multinational Company (MNC) that are not clearly identified. Previous studies focus on supply chain integration from dyadic perspective such as R&D and production, production and marketing, and R&D and marketing that could not help to clarify a complex supply chain integration. We try to provide empirical support from triad perspective to explore how to well implement the global integration of interrelated activities among R&D, production, and marketing.

Present specialized field
Management (Keyword：International Strategic Management, Sustainable competitive advantage, Strategy and business process, Global SCM, Collaboration among R&D, production and sales)

Books
1.	2021/03/31	グローバル・サプライチェーンにおける新しい製販協働のかたち ―見えない需要を見える需要にー │ (Sole-authored)
2.	2017/02	Adaptive collaboration strategy through product life cycle and retailer choice - A case study of a French-Japanese supply chain in consumer electronics products -, │ (Sole-authored)

Papers
1.	2020/05	Factory based new business development - Diversification strategies through organizational capability of manufacturing – │ MMRC DISCUSSION PAPER SERIE │ (528) (Co-authored)
2.	2020/05	Linking assignment strategy with technology transfer between parents and subsidiaries of multinational corporations: A case of digital still camera in China, │ MMRC DISCUSSION PAPER SERIE │ (529) (Co-authored)
3.	2020/05	Triad perspective of global supply chain integration │ MMRC DISCUSSION PAPER SERIE │ (526) (Co-authored)
4.	2020/05	Triad perspective of global supply chain integration among R&D, production, and marketing activities │ MMRC DISCUSSION PAPER SERIE │ (527) (Co-authored)
5.	2017	Aligning business strategy with the supply process through effective supply chain collaboration │ The Journal of Japanese Operations Management and Strategy │ 7 (1),pp.1-13 (Co-authored)
Display All（10）

Academic conference presentation
1.	2023/07/03	“A triad perspective of cross-functional integration (CFI) across new product development (NPD): case study of a multinational Japanese manufacturing company in China,” (30th EurOMA Conference in Leuven, Belgium)
2.	2021/07/07	Factory based new business development: Diversification strategies through the organizational capability of manufacturing (Proceeding of EurOMA Conference 2021, Online)
3.	2020/11/07	A future image of adaptive operations driven by digitization (The 12th Annual Conference of Operations Management and Strategy Association 2020, Online Conference, Japan)
4.	2020/11/07	Requisites for the digital transformation: Seeing into value creation processes (The 12th Annual Conference of Operations Management and Strategy Association 2020, Online Conference, Japan)
5.	2020/06/29	Triad perspective of global supply chain integration among R&D, production, and marketing activities (Poceeding of EurOMA Conference 2020, Warwick (Online Conference),United Kingdom)
Display All（16）

Other research achievements
1.	2018/02/13	講演 (「マーケティング論（応用編）」高知県商業教員研修会、高知県産業教育研究会)
2.	2018/02/06	講演 (「マーケティング論（基礎編）」高知県商業教員研修会、高知県産業教育研究会)
3.	2018	寄稿 (「日本の家電メーカーに３つの課題」『月刊生産財マーケティング』、ニュースダイジェスト社、2018年新年号、pp.48-49.)
4.	2017	寄稿 (「グローバル・サプライチェーンと製造-販売協働」『旬刊経理情報』、中央経済社、2017年10月10日特大号、pp.1.)
5.	2016/10/25	講演 (「社会人の学びついて」高知親公会・西南親公会秋季講演会, 高知親公会・西南親公会)
Display All（20）

Message
1.	Global Supply Chain Management Managing supply chains in today's competitive and globalized markets is increasingly challenging. Product and technology life cycles are shortened. More strategically designed relationships among partners of supply chains become a key in competition. All these trends result in a complex cross-border supply chain network of which involved partners hold their own interests. Supply chains are series of activities to create values for customers. Those activities should be aligned and operated consistently with each other to achieve higher value creation. In other words, supply chains must be engineered to match product characteristics with customer requirements. Consequently, supply chain strategies must be dynamically matched to value changes over time so as to sustain competitiveness. Many Japanese companies that once ran ahead in the global market have lost their former presence due to the mismatch between the product value and the customer one. It is now necessary for Japanese companies to restructure at a global level business processes that could lead to create value for their target customers. We are conducting research on the optimization of the global supply chain in order to contribute to solve such global problems of Japanese companies.