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University of Southampton
Negotiating the challenges of using English in Business communication:
Listening narratives of Japanese BELF users
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A study on adequate measurements of learnersâ business English proficiency
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The Marketing Strategy of a Korean Food Company in China
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A Study on Global Communication Strategy of the Fashion Business; From the viewpoint of the
SPA- type apparel company of 4C that capture from the customer side
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A study on Japanese Universityâs capacity for the development of globally business minded human resources
-A case study of education in Japan and overseas through an analysis of faculty recruiting process
and evaluation method-
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A Class Design for Management Communication: Integrating Management,
Communication, and English
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communication, çµç¹ã«ãããã³ãã¥ãã±ãŒã·ã§ã³
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Hughes, J. & A. Mallett (2012) Successful Meetings, Oxford: Oxford University Press
Rogers, P.S. (2014). Management communication:Getting work done through people, in
V. K. Bhatia. and S. Bremner (eds.),The Routledge Handbook of Language and
Professional Communication(pp.165-192). London: Routledge
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from a foreignerâs point of view
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Eriksson, P. & Kovalainen, A. (2008). Qualitative Methods in Business Research.
London: SAGE Publications Ltd.
8
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A Corpus-based Study of Business Presentation:
Setting Goals for Advanced Levels of CEFR
Yasuo NAKATANI Ph.D.
CEFRïŒEuropean Framework of Reference for LanguagesïŒã¯ãšãŒãããèšèªå ±éå
ç §æ ã§ãããè±èªã«ãããŠãã°ããŒãã«äººæè²æãžã®ååœå ±éã®ç®æšãèšå®ããè©Šã¿ã§ã
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ïŒäŸãClark, 2008) ãããããããŸã§ãè±èªãã¬ãŒã³ããŒã·ã§ã³ã«ãããŠãå®éã«ã©ã®ã
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ãŒãã¹åæãå®æœãããããŒã¿ãšããŠäŒæ¥ã®å¹Žæ¬¡å ±åæžãTED ãªã©èš³ 30 äžèªã®è±èªã³ãŒ
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References
Bhatia, V. K. (2008). Genre analysis, ESP and professional practice. English for
Specific
Purposes, 27, 161-74.
Clark, C.(2008) The impact of entrepreneurs' oral pitchâ presentation skills on business
angels' initial screening investment decisions. Venture Capital: An International
Journal of Entrepreneurial Finance, 10-3, 257â279.
äžè°·å®ç·ïŒ2015ïŒãCEFR ã®äžäœè ã®ããžãã¹ã³ãã¥ãã±ãŒã·ã§ã³ã»ã¹ãã©ããžãŒã®æ€èšŒïŒ
è±èªæŽ»çšç€Ÿå¡ã®èª¿æ»ããåœéããžãã¹ã³ãã¥ãã±ãŒã·ã§ã³åŠäŒç ç©¶å¹Žå ±ã73 å·ã25-34 é ã
9
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æ°å é æ èª äº
ïŒGAM 蚌åžæè³é¡§åæ ªåŒäŒç€ŸïŒ
A Study on Communication between Fund Managers and Investors: An Analysis from a point
of Communication by way of Prospectus of Investment Trust Funds
ããŒã¯ãŒãïŒãã¡ã³ãéçšè ïŒäŒæ¥ïŒããæè³å®¶ïŒå人ïŒãžã®æ å ±çºä¿¡ã»äŒéãæ å ±ã®éž
å¥ã»ç解èœåãããžãã¹ã³ãã¥ãã±ãŒã·ã§ã³ã¹ãã«
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æ åœããåœå ã§åéããŠããå€åœæè³ä¿¡èšã®ç®è«èŠæžã®äœææ¥åã«æºãã£ãŠãããæ¬çºè¡š
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åå 容ãæ£ããç解ããŠãããããã®ãã¡ã³ããžã®æè³ãä¿ãããïŒãæè³å®¶ã«äžæãäŒ
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ããŠãããããããŠãã®æ å ±ãæ£ããç解ã§ããããšããããšãéèŠãšãªãã
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å©çšããè ïŒæè³å®¶ïŒã®ããããã®ç«å Žã§ã®ç®è«èŠæžã®æ©èœããã³äœçœ®ä»ããåæããã
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ããŠã®ç®è«èŠæžã¯ãã®æ©èœãååçºæ®ããŠããã®ãã©ããããããŠä»åŸã®æ¹åæ§ã«ã€ããŠ
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10
Communication Issues in Japanâs Stewardship Code
ïŒæ¥æ¬çã¹ãã¥ã¯ãŒãã·ããã³ãŒãã«ãããã³ãã¥ãã±ãŒã·ã§ã³äžã®èª²é¡ïŒ
Takashi MASUYAMA,
(Josai University)
Key Words: Managerial communication, investor relations (IR), Stewardship Code
Managerial communication is categorized as an element of business
communication. Among managerial communication components, investor
relations (IR) have historically played an important role between institutional
investors and corporate management. IR connotes the tensions that exist between
the management and institutional investors with large shareholdings, largely due to
the asymmetrical voting power of investors over management. In Shannonâs (1948)
traditional model of communication, management is regarded as an information
source (remitter) while investors are regarded as information receivers, largely
because of the asymmetry of the companyâs financial and non-financial
information; basically, this is a one-way communication, where the management
has all information and investors none.
Following publicity surrounding high-profile cases of management fraud after
2008, the style of corporate managerial communications with investors has changed.
Driven by worldwide corporate governance movements, company management has
begun enabling transparency by investing in mutual communication relationships
with institutional investors. An example of institutional change is the establishment
of the UKâs Stewardship Code in 2010. Traditionally, exercising shareholdersâ
rights has not been seen as a responsibility; however, it is now regarded as socially
responsible, especially for large shareholding investors.
This study is to determine whether implementing a Stewardship Code is
meaningful in Japan from a long-term investorâs perspective while considering
conflicts of interest between both management and investors, and individual investors
and institutional investors. In addition, constructive engagement cost is enormous.
The presentation begins with a brief description of the history of stewardship in the
UK and Japan, after which the hypothesis is delineated. The subsequent section
presents the methods of sample case data collection, informant interview, and
empirical
analyses. The theoretical framework of the study is then explained. On the basis of this
framework, principles of the Stewardship Codes in UK and Japan are compared and
analyzed. In the final section, conclusions and recommendations are drawn.
11
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An Analysis on the Business Negotiation in International FinanceïŒ
Argentineâs Sovereign Debt Restructuring
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Overcoming the Local Language Paradox
for Successful Implementation of the English Mandate Policy
KENICHI SATO
(Doshisha University)
Keywords: business communication; Business English as a Lingua Franca (BELF);
corporate language policy; strategy
Rakutenâs Englishnization, launched in 2010, has provoked a harsh debate on the
legitimacy and/or effects of Japanese corporationsâ English mandate policies. One of
the most distinctive features of the language mandate is that English has been made
the sole official language for internal communication even among Japanese employees,
that is, even when it is nobodyâs mother tongue (Matsutani, 2012). For successful
implementation of such policies, it is essential to have profound cooperation and
commitment on the part of employees. However, there could be several disincentives
arising from these policies, such as feelings of fear, frustration, dissatisfaction,
mistrust, and other negative emotions (Neeley, 2012) from being forced to speak
English when it is not oneâs mother tongue, and when there are other attractive
alternatives (for example, Japanese, which is the mother tongue of most employees, or
the official language of the local community where the company is located).
This study aims, through a series of focus group interviews with undergraduate
business students, to achieve three goals: 1) abstract the negative emotions associated
with the English mandate policies as the âLocal Language Paradoxâ, 2) identify the
motives and drives behind such policies, and 3) present theories or frameworks to solve
the paradox.
References
Matsutani, M. (2012). Mikitani and his âEnglishnizationâ of Japanese business. The Japan Times. Tokyo.
Retrieved February 22, 2015, from
http://www.japantimes.co.jp/life/2012/07/30/language/mikitani-and-his-englishnization-of-japanes
e-business/#.VOnlC_msWSo
Neeley, T. (2012). Global Business speaks English. Harvard Business Review, (May), 117â124.