Authorship：Corresponding author   Publishing type：Research paper (scientific journal)  

This study analyzes the development of Automatic Train Operation （ATO） based on the Automatic Train Protection （ATP） system in the railway industry from the perspective of institutional logic multiplicity. Specifically, it examines how Kyushu Railway Company （JR Kyushu） became the first in the world to introduce GOA2.5 automatic operation, using the framework of new institutional organization theory. The railway industry operates at the intersection of multiple institutional logics, including business logic that prioritizes economic efficiency, safety logic that emphasizes accident prevention, and regulatory logic that ensures legal compliance. This study highlights how JR Kyushu leveraged ATP-based systems to balance safety and cost-effectiveness while promoting regulatory changes to facilitate automatic operation. The analysis reveals that shifts in institutional logic can drive technological innovation, ultimately influencing macro-level institutional environments. This study contributes to understanding innovation processes in the railway industry through the lens of institutional logic and offers implications for other regulated industries.

Authorship：Lead author,　Corresponding author   Language：Japanese   Publishing type：Research paper (scientific journal)   Publisher：The Operations Research Society of Japan  

This study extends the Garbage Can Model, a model of organizational decision-making,
into a multi-agent simulation to analyze organizational performance from both decision-making tendencies and cost/time perspectives, ultimately deriving practical implications. The Garbage Can Model posits that organizational decisions result from the random convergence of participants, problems, solutions, and choice opportunities, often leading to outcomes such as oversight or flight rather than direct problem resolution. However, previous criticisms argue that the model’s simulation results are questionable and do not adequately represent real-world organizational decision-making. Building on previous research, this study develops a refined version of the model by addressing these criticisms and adapting it for multiagent simulation. Simulation results using the newly developed Active Garbage Can Model reveal key insights into organizational performance under varying conditions of organizational size, managerial range of decision-maker, and organizational structure. The results indicate that in small organizations, structure enhances efficiency, while a narrower managerial range of decision-maker leads to greater efficiency. Whereas, expanding managerial range of decision-maker significantly reduces efficiency. Moreover, in large organizations where both size and managerial range of the decision-maker are expanded, structural factors further reduce efficiency.

File： TORSJ24-016_pdf.pdf

DOI： 10.15807/torsj.68.1

CiNii Research

Language：English   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

<p>In today's uncertain society, understanding how organizational structure influences collective decision-making is essential. This study utilizes a simulation model based on the garbage can model to analyze decision-making in ambiguous situations. The simulation, designed with a four-layer hierarchical structure, mirrors the complexity of organizational realities. Three Results indicate. First, lower-middle-level members bear the highest decision-making burden. Second, higher-level members are more engaged in problem-solving and less likely to delegate decisions upward, Third, lower-level members tend to both solve problems and pass decisions up the hierarchy.</p>

DOI： 10.11497/jasmin.202411.0_5

CiNii Research

Authorship：Corresponding author   Language：English   Publishing type：Research paper (international conference proceedings)   Publisher：International Institute of Applied Informatics  

This study examines the effects of ambiguity and uncertainty on organizational decision-making using an agent-based simulation framework. The model integrates hyperbolic discounting to capture shifts in decision-makers’ preferences from long-to short-term orientations over time. Ambiguity is defined as unclear organizational goals and decision criteria, whereas uncertainty refers to unpredictable environmental changes. The simulation showed that uncertainty strongly reduces decision efficiency, whereas ambiguity degrades decision quality. The results highlight how excessive ambiguity and uncertainty can lead to organizational resource inefficiencies. Specifically, I found that situations with high ambiguity and low uncertainty produced the least resource-efficient outcomes than situations with both high ambiguity and uncertainty. This study emphasizes the need to design decision processes that consider environmental complexity and recommends further empirical validation.

DOI： 10.52731/lbds.v005.386

CiNii Research

Publishing type：Research paper, summary (national, other academic conference)  

This study analyzes the development of Automatic Train Operation (ATO) based on the Automatic Train Protection (ATP) system in the railway industry from the perspective of institutional logic multiplicity. Specifically, it examines how Kyushu Railway Company (JR Kyushu) became the first in the world to introduce GOA2.5 automatic operation, using the framework of new institutional organization theory. The railway industry operates at the intersection of multiple institutional logics, including business logic that prioritizes economic efficiency, safety logic that emphasizes accident prevention, and regulatory logic that ensures legal compliance. This study highlights how JR Kyushu leveraged ATP-based systems to balance safety and cost-effectiveness while promoting regulatory changes to facilitate automatic operation. The analysis reveals that shifts in institutional logics can drive technological innovation, ultimately influencing macro-level institutional environments. This study contributes to understanding innovation processes in the railway industry through the lens of institutional logic and offers implications for other regulated industries.

Publisher：鹿児島大学南九州・南西諸島域イノベーションセンター  

Presentation type：Oral presentation (general)  

This study surveyed 179 Japanese bottom-layer leaders to examine their decision-making in unstable environments. Exploratory factor analysis identified four factors: efficient/cooperative, compromising/passive, sanction/conformity-oriented, and rule/formality-oriented decision environments. Multiple regression analysis revealed how these relate to group size, longevity, organizational structure, and communication difficulty. Results showed that hierarchical structures reinforced compromising tendencies, while group size, longevity, and communication difficulty influenced conformity and formalism. Practically, support like empowering local leaders and fostering flatter organizational structures is crucial.

Presentation type：Oral presentation (general)  

Presentation type：Poster presentation  

Presentation type：Oral presentation (general)  

Presentation type：Oral presentation (general)  

Audience： High school students

Type：Seminar, workshop

Audience： High school students,　General

Type：Seminar, workshop

奄美在住の方（特に鹿児島県立大島高校の学生）と奄美諸島域の地域経済を考えるワークショップを実施した。

Author：Other