研究者データベース

松尾 睦(マツオ マコト)
経済学研究院 現代経済経営部門 経営分析分野
教授

基本情報

所属

  • 経済学研究院 現代経済経営部門 経営分析分野

職名

  • 教授

学位

  • 博士(学術)(東京工業大学)
  • PhD(Management Learning)(英国)

ホームページURL

J-Global ID

研究キーワード

  • 組織論   Organizational theory   

研究分野

  • 人文・社会 / 経営学

職歴

  • 2008年04月 - 2012年03月 神戸大学大学院 経営学研究科 教授
  • 1999年10月 - 2008年03月 小樽商科大学 大学院商学研究科 アントレプレナーシップ専攻 教授
  • 1994年 - 1999年 岡山商科大学 助手、講師、助教授
  • 1994年 - 1999年 岡山商科大学

学歴

  •         - 2004年   The University of Lancaster   Management School   Management Learning
  •         - 1999年   東京工業大学   社会理工学研究科   人間行動システム
  •         - 1999年   東京工業大学
  •         - 1988年   小樽商科大学   商学部
  •         - 1988年   小樽商科大学

所属学協会

  • Strategic Management Society   Academy of Management   商業学会   日本経営学会   組織学会   

研究活動情報

論文

  • Takuro Tsukube, Makoto Matsuo
    JOURNAL OF WORKPLACE LEARNING 32 7 489 - 499 2020年10月 
    Purpose Although cognitive apprenticeship has been widely used in various educational fields, few empirical studies have examined its effectiveness in a workplace context. This study aims to investigate the effects of cognitive apprenticeship on junior doctors' perceived professional growth in hospitals. Design/methodology/approach A retrospective questionnaire survey was performed that asked surgeons (n = 87) and physicians (n = 92) to recall how they were instructed by their supervisors during the first five years after graduation from medical school. Findings The results of multiple regression analyzes showed that all dimensions of cognitive apprenticeship (modeling, coaching, scaffolding, articulation, reflection and exploration) had positive effects on each doctor's perceived growth, regardless of the type of clinical practice (surgeon vs physician) or the period of supervision. It was also found that physicians experienced significantly more coaching and scaffolding, and opportunities for, articulation and reflection, than surgeons. Research limitations/implications Some of the data were collected through snowball sampling, and this study used a retrospective survey in which respondents were asked to recall past experiences. Practical implications Clinical supervisors in hospitals should adopt a cognitive apprenticeship model when supervising junior doctors. Surgical supervisors need to be more conscious of the benefits of cognitive apprenticeship. Originality/value This study confirmed that the six dimensions of cognitive apprenticeship had positive influences on the perceived growth of junior doctors, regardless of their clinical domains or period of supervision and that clinical domains influence the implementation of cognitive apprenticeship.
  • Makoto Matsuo
    CURRENT PSYCHOLOGY 2020年08月 
    Although strengths use has been found to promote employee wellbeing and performance, only a limited range of research has investigated its personal antecedents. Based on positive psychology, the present study examined the roles of mindfulness and perceived supervisor support in enhancing strengths use and work engagement. The study focused on two three-wave longitudinal surveys of nurses in Japanese hospitals (n = 459;n = 248). The results of structural equation modeling indicated that mindfulness had a full indirect effect on work engagement mediated through strengths use in both surveys. The results also show that, in both studies, perceived supervisor support for strengths use had direct and indirect effects on work engagement mediated through strengths use. However, the effect of perceived supervisor support for strengths use on mindfulness was significant in Study 1, but not in Study 2. This study contributes to positive psychology research by identifying the indirect effects of mindfulness on enhancing work engagement as mediated through strengths use.
  • Makoto Matsuo
    CAREER DEVELOPMENT INTERNATIONAL 2020年08月 
    Purpose Although positive psychology asserts that authenticity comes from identifying and using our strengths, no quantitative research has been conducted to test that relationship. This study aims to examine the mediating role of work authenticity in linking strengths use to career satisfaction and proactive behavior. Design/methodology/approach Using a two-wave survey with nurses in two large, acute hospitals in Japan (n = 298), a structural equation model was produced. Findings The results show that work authenticity fully mediated between strengths use and career satisfaction, and that work authenticity partially mediated between strengths use and proactive behavior. Research limitations/implications As work authenticity, career satisfaction and proactive behavior were measured at time 2, it is desirable to conduct a three-wave survey to measure these variables separately in future research. Practical implications It may be imperative to recognize that employees who use their strengths are satisfied with their careers only by enhancing authenticity at work. Originality/value The main contribution of this study was to identify the mediating role of work authenticity in linking strengths use to both career-related well-being and proactive work behaviors.
  • Makoto Matsuo, Masaki Nagata
    INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT 24 2 144 - 153 2020年06月 
    Although Kolb's experiential learning model has been widely used and remains among the most influential frameworks in the fields of human resource development, management education and higher education, it has been criticized for failing to propose a second-order learning process. The purpose of this study was to revise Kolb's model by addressing its limitations. The revised model consists of (1) expected and unexpected experiences, (2) the management of emotions, (3) reflective analysis, (4) abstract conceptualization, (5) unlearning, and (6) active experimentation. Developed from the revised model, we created a checklist for debriefing experience-based training programs. The contribution of this study is its development of a framework and a checklist for deep experiential learning.
  • Makoto Matsuo
    INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 31 5 638 - 656 2020年03月 
    The main goal of this study was to investigate the effects of managers' exploration activities on learning orientation, reflection, and unlearning of team members. A questionnaire survey was conducted among 115 employees in 23 teams from a Japanese pharmaceutical company. The results of multi-level analyses suggest that managers' exploration activities had a direct influence on team members' learning orientations, which subsequently had a positive influence on their unlearning, with and without the mediation of reflection. These findings suggest that a subordinate's unlearning is driven by managers' activities through motivational and cognitive processes. The theoretical and practical implications of the findings are discussed.
  • Makoto Matsuo, Kohei Arai, Takami Matsuo
    JOURNAL OF WORKPLACE LEARNING 32 3 217 - 228 2020年02月 
    PurposeThe purpose of this paper is to investigate the direct and indirect effects of managerial coaching on critical reflection mediated through learning goal orientation.Design/methodology/approachThe authors conducted a questionnaire survey of 169 employees in 53 teams at an IT firm in Japan. The data were examined using multi-level analyses.FindingsManagerial coaching has a direct positive effect on critical reflection, and the relationship is mediated by learning goal orientation.Research limitations/implications - The characteristics of the sample may limit the generalization of the findings. Future research should verify the model in other industries and countries. Practical implications - The organizations should note that managerial coaching is useful not only for facilitating employees' problem-solving but also for enhancing their critical reflection. It should also be noted that employees can reflect critically on their beliefs and work routines when they have learning goals.Originality/valueAlthough few quantitative studies have investigated the determinants of critical reflection, the present research reveals the overlooked functions of managerial coaching in promoting employees' learning.
  • Makoto Matsuo, Kohei Arai, Takami Matsuo
    INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT 23 4 328 - 338 2019年12月 
    Drawing on positive psychology and self-determination theories, this study investigates the direct and indirect effects of empowering leadership on meaningful work of employees, particularly through the mediation of learning goal orientation. Longitudinal survey data of 388 employees in medical institutions were used to test the hypotheses. The results support the direct positive relationship between empowering leadership and meaningful work, but also emphasize the mediating effect of learning goal orientation within this relationship. This study is among the first to examine the effect of mediation by learning goal orientation upon the relationship between empowering leadership and meaningful work.
  • Makoto Matsuo
    JOURNAL OF VOCATIONAL BEHAVIOR 115 2019年12月 
    Previous research has mainly investigated the influence of the work context rather than personal factors on psychological empowerment. Building on the framework of self-determination theory, this study examined the mediating role of personal growth initiative (i.e., self-improvement skills) in linking learning goal orientation and developmental job experience to psychological empowerment. A three-wave longitudinal survey of nurses in a Japanese hospital (N = 365) was conducted to test the study hypotheses. Structural equation modeling and bootstrapping analyses showed that learning goal orientation directly and indirectly enhanced psychological empowerment through personal growth initiative. Developmental job experience had a direct positive influence on psychological empowerment, while there was no significant relationship between developmental job experience and personal growth initiative. This study contributes to the literature by clarifying the mechanism underlying how personal factors affect psychological empowerment after controlling for the effect of job characteristics.
  • Makoto Matsuo
    MANAGEMENT LEARNING 50 4 465 - 481 2019年09月 
    Although individual unlearning is believed to play a critical role in promoting higher-order learning, there has been little quantitative research on this process. This article aimed to investigate the antecedents and consequences of individual unlearning based on transformative learning theory. A survey was conducted among 301 employees working in various occupations and organizations in the United States. The results of structural equation modeling indicated that unlearning mediated the relationship between critical reflection and work engagement and that critical reflection mediated reflection and unlearning. This study contributes to the literature by quantitatively demonstrating the direct and indirect influences of critical reflection on work engagement through individual unlearning, which has been discussed only conceptually and qualitatively in the extant transformative learning literature.
  • Makoto Matsuo
    HUMAN RESOURCE DEVELOPMENT QUARTERLY 30 3 343 - 360 2019年09月 
    Previous research has investigated the effects of socio-organizational factors on psychological empowerment (PE), whereas only a limited number of studies have examined the influence of individual characteristics on PE. Drawing on self-determination theory and social capital theory, this study hypothesized that personal growth initiative (PGI), a set of skills that facilitate self-change, has an indirect and positive influence on PE as mediated by three types of job crafting. The results of a two-wave longitudinal survey of 320 employees in the US indicate that PGI had an indirect positive influence on PE that was mediated by the following: (a) increasing structural job resources; (b) increasing challenging job demands; and (c) increasing social job resources, which subsequently leads to increasing challenging job demands. These findings contribute to the existing literature by elucidating the importance of self-initiated change processes at work.
  • Makoto Matsuo
    EUROPEAN MANAGEMENT REVIEW 16 2 303 - 315 2019年06月 [査読有り][通常論文]
     
    Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they unlearned and learned their managerial skills in relation to 'decision making', 'delegation and motivation', and 'collecting information', and that the unlearning process was discontinuous. Specifically, decision making skills were switched from 'short-term, analytic, and partial' to 'long-term, intuitive, and holistic'. Skills in delegation and motivation were transformed from 'directive' to 'dedicated and entrusting'. Skills in collecting information were switched from 'direct collection' to 'network-based collection'. This study contributes to the literature on managerial skills by showing empirically the discontinuous nature of management transitions with regard to an unlearning perspective.
  • Makoto Matsuo
    PERSONNEL REVIEW 48 1 220 - 233 2019年 [査読有り][通常論文]
     
    Purpose - The purpose of this paper is to examine the mechanism by which learning goal orientation (LGO) promotes work engagement through job crafting (seeking challenges).Design/methodology/approach - A moderated mediation model was tested using survey data from 266 public health nurses and hospital nurses in Japan.Findings - The results indicated that job crafting partially mediated the relationship between LGO and work engagement, and that the mediation effect was stronger when reflection was high (vs middle and low).Research limitations/implications - Although common method bias and validity of measurement were evaluated in this paper, the survey data were cross-sectional.Practical implications - The results suggest that selecting people with a stronger sense of LGO may be a useful strategy for promoting job crafting and work engagement in an organization. Additionally, organizations should give employees opportunities to reflect on their jobs and to craft them into more challenging ones in the workplace.Originality/value - Although little is known about mechanisms by which LGO promotes work engagement, this study found that job crafting and reflection play important roles in linking LGO and work engagement.
  • Makoto Matsuo, Chieko Minami, Takuya Matsuyama
    JOURNAL OF RETAILING AND CONSUMER SERVICES 45 42 - 51 2018年11月 [査読有り][通常論文]
     
    The primary goal of this study was to examine the moderating effect of experiences on the relationship between social influence and innovation resistance. Multi-group structural equation modeling was performed to test the model, which used survey data on Japanese consumers' use of internet banking services. The results revealed that social influence directly reduced the innovation resistance of non-experienced consumers while directly enhancing the innovation resistance of experienced consumers. Moreover, the mediating effect of barriers was found to be different for experienced and non-experienced consumers. This paper contributes to a better understanding of innovation resistance and diffusion processes by clarifying the effect of social influence on innovation resistance, based on social learning and influence theories.
  • Makoto Matsuo
    JOURNAL OF MARKETING CHANNELS 25 4 241 - 244 2018年10月 
    The purpose of this study was to examine ways to promote learning, based on four empirical studies of salespeople and sales departments in Japan. First, analyses of survey data of 192 real estate salespeople indicated that customer- and goal achievement-oriented sales beliefs enhanced experiential learning at work. Second, analyses of data of 193 sales departments indicated that customer orientation in sales departments promotes innovation by facilitating task conflict and preventing process conflict. Third, analyses of survey research of 199 sales departments indicated that behavior-based and knowledge-based management control systems are effective at promoting learning and innovation. Finally, a case study of Nippon Boehringer Ingelheim (NBI) revealed several ways to facilitate learning using a behavior-based sales management control system. Theoretical implications for sales management systems were examined.
  • Makoto Matsuo
    JOURNAL OF WORKPLACE LEARNING 30 7 531 - 544 2018年 [査読有り][通常論文]
     
    Purpose - Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity.Design/methodology/approach - The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm.Findings - The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection.Practical implications - It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity.Originality/value - The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.
  • Makoto Matsuo
    Personnel Review 47 1 118 - 132 2018年 [査読有り][通常論文]
     
    Purpose: The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning. Design/methodology/approach: Data obtained from 506 individuals in 98 engineering teams in the automobile and electronic industries were used to investigate specific hypotheses. Findings: The results indicated that managerial coaching directly influenced team learning and individual learning, team reflexivity acted as substantial mediator for the relationship between managerial coaching and team learning, as well as the relationship between managerial coaching and individual reflexivity and team reflexivity and individual reflexivity co-acted each other as mediators for the relationship between managerial coaching and individual learning. Research limitations/implications: As the subjects of this study were engineering teams in which tasks are interdependent, there is a possibility that the task trait may have affected the results. Practical implications: Managers should recognize the importance of collectively reflective activities in promoting both individual and team learning. Facilitating coaching skills are indispensable to enhance reflexivity within teams. Originality/value: This study extends prior research by demonstrating the mediating role of team and individual reflexivity as mediators in linking managerial coaching to team and individual learning, which has never been investigated in previous studies.
  • Goal orientation, critical reflection, and unlearning: An individual-level study.
    Matsuo, M
    Human Resource Development Quarterly 29 49 - 66 2018年 [査読有り][通常論文]
  • Makoto Matsuo, Takami Matsuo
    Journal of Accounting and Organizational Change 13 3 410 - 424 2017年 [査読有り][通常論文]
     
    Purpose - The purpose of this study was to investigate the effects of managerial coaching, as well as interactive and diagnostic uses of management control systems (MCS), on reflection and critical reflection, which are important for teamlearning. Design/methodology/approach - Data were collected using a questionnaire survey. Hierarchical regression analyses were performed to test hypotheses using data from 235 employees in 50 teams from a Japanese automotive supplier. Findings - The results indicated that: MCS used interactively have a positive influence on critical reflection in teams MCS used diagnostically have no significant effect on reflection or critical reflection in teams and managerial coaching has a positive influence on team reflection. Research limitations/implications - These findings suggest that the interactive use of MCS should be combined with managerial coaching in promoting reflection and critical reflection within teams. Because this study used data from employees of a Japanese automotive supplier, the results may have been influenced by the Japanese management style. Practical implications - Organizations need to implement interactive MCS at the team level, while coaching programs should be provided for managers to enhance team learning. Originality/value - This study extends the existing literature by examining the effect of MCS at the team level, and identifying that managerial coaching plays a complementary role, supporting the interactive use of MCS in promoting reflection within a team.
  • Managers' exploration activities and individual unlearning: The mediating role of learning orientation and reflection.
    Matsuo, M
    International Journal of Human Resource Management 2017年 [査読有り][通常論文]
  • Makoto Matsuo
    Journal of Workplace Learning 28 5 307 - 321 2016年 [査読有り][通常論文]
     
    Purpose: Although the relationship between leadership behaviors and team reflexivity has been investigated in prior research, little is known about the dimensions of reflective leadership or leadership behaviors that facilitate reflection in a group or organization. This paper aims to examine the interrelated characteristics of reflective leadership behaviors that promote team learning using survey data. Design/methodology/approach: Because this research was exploratory in nature, a research model was developed based on the preliminary research. The research model was tested using a quantitative study of 507 employees in 98 teams. Findings: Results of regression analyses of a group-level study revealed three types of reflective leadership – open reflection, problem-based reflection and goal-based reflection – and found that only the open reflection and goal-based reflection were positively related to team learning. Research limitations/implications: As reflective leadership has not been examined in previous studies, the research model and the measurement scales were developed based on preliminary research in the present research. Practical implications: Team leaders need to understand that goal-based reflection plays a central role in reflecting on their work because it may provide members with criteria to recognize whether they are on the right track. Originality/value: The present research revealed three dimensions of reflective leadership that had not been adequately investigated previously.
  • Makoto Matsuo
    HUMAN RESOURCE DEVELOPMENT REVIEW 14 4 442 - 461 2015年12月 [査読有り][通常論文]
     
    Although learning from experience is recognized as important for the development of managers, there is no systematic model regarding how to facilitate experiential learning. This study was designed to develop a theoretical framework for the ability to learn from experience. Drawing on the literature, I have developed a model in which five facilitators (seeking challenging tasks, critical reflection, enjoyment of work, learning goal orientation, and developmental network) directly and indirectly facilitate performance of the four steps of Kolb's experiential learning process. The central contribution of this study is to propose a framework that integrates factors that facilitate experiential learning in various fields. The present research compensates for the shortcomings of Kolb's experiential learning cycle.
  • Makoto Matsuo
    International Journal of Training and Development 19 3 199 - 210 2015年09月01日 [査読有り][通常論文]
     
    Although work experiences are recognized as important mechanisms for developing leaders in organizations, existing research has focused primarily on work assignments rather than on human resource development (HRD) systems that promote experiential learning of managers. The primary goal of this study was to develop an HRD model for facilitating experiential learning by examining the case of Yahoo Japan, which has transformed its HRD system based on experiential learning theory. The results indicate that Yahoo Japan has promoted experiential learning at the individual level by introducing new HRD systems consisting of four elements: reflection support (one-on-one meeting and coaching training), assignment support (HRD meeting and job rotation), assessment support (360-degree appraisal and one-on-one meeting assessment) and visionary support (a vision and values). Although these elements are closely associated with each other, reflection support plays a key role in the HRD system. The proposed model is discussed from theoretical and practical viewpoints.
  • Makoto Matsuo
    JOURNAL OF KNOWLEDGE MANAGEMENT 19 6 1186 - 1203 2015年 [査読有り][通常論文]
     
    Purpose - The purpose of this study was to examine how human resource development (HRD) programs promote the linkage between knowledge transfer and knowledge creation in engineering departments. Design/methodology/approach - This study adopted a case study approach to the Toyota Technical Development Corporation (TTDC), an affiliated company of Toyota Motor Corporation. Data were collected from interviews with managers of the TTDC as well as its internal documents. Findings - Three major findings can be extracted from the paper. First, The TTDC effectively links knowledge transfer to knowledge creation so that new knowledge on vehicle development is created by transferred competencies. Second, the TTDC promotes the transfer of explicit and tacit knowledge by complementarily combining off-the-job and on-the-job training (OJT). Third, HRD programs are developed and operated in communities of practice. Research limitations/implications - The practices described in this paper are limited to two departments of the TTDC. Hence, the findings should be interpreted in light of this constraint. Practical implications - Knowledge officers should integrate multiple HRD programs so that knowledge transfer is organically linked to knowledge creation by combining off-the-job training, OJT and kaizen (continuous improvement) programs. Originality/value - This paper constitutes one of the earliest works that analyzes the effect of HRD programs on integrating knowledge transfer and knowledge creation.
  • Makoto Matsuo
    International Journal of Training and Development 18 4 225 - 240 2014年12月01日 [査読有り][通常論文]
     
    Despite the effectiveness of on-the-job training (OJT), few systematic empirical studies have been conducted on how OJT trainers instruct trainees in firms. The primary goal of this study was to investigate the characteristics of the trainer's instructional skills for OJT using survey data collected from 715 employees covering 22 firms. Results indicate that excellent OJT trainers use four types of instructional skills: (1) stretching trainee objectives, (2) monitoring their progress, (3) providing positive feedback, and (4) promoting reflection on results. The findings suggest that excellent OJT trainers facilitate trainees' experiential learning by promoting deliberate practice and reflective practice. Theoretical and managerial implications are also discussed.
  • Makoto Matsuo, Jun Nakahara
    INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 24 1 195 - 207 2013年 [査読有り][通常論文]
     
    In the present article, we examined the effects of the plan-do-check-act (PDCA) cycle and on-the-job-training (OJT) on workplace learning. We defined workplace learning based on the concept of an organizational learning cycle. Using survey data from a Japanese fire and marine insurance company, we found that PDCA, OJT (empowerment), and reflective communication had positive effects on workplace learning. These results suggest that quality management, empowerment and reflective practice may help to significantly improve workplace learning. We also discuss theoretical and managerial implications of this study.
  • Makoto Matsuo, Katsuo Hayakawa, Katsuyoshi Takashima
    JOURNAL OF BUSINESS-TO-BUSINESS MARKETING 20 1 21 - 31 2013年01月 [査読有り][通常論文]
     
    Purpose: The primary goal was to identify organizational conditions for developing a learning-oriented behavioral control system, an issue that has been neglected in previous studies. Design/Methodology/Approach: The authors conducted a case study of Nippon Boehringer Ingelheim (NBI). Findings: We found that a behavior-based sales management control system facilitates learning by salespersons when 1) the focus is on skill development, 2) fewer key performance indicators are being used, and 3) supportive supervision and knowledge sharing are promoted. Research Limitations: Because this was a single case study, it is necessary to investigate other cases in other countries and to compare the results with those of NBI to develop theories about learning-oriented behavior control systems. Practical Implications: In the early stages of sales reform, sales managers and medical representatives should not use multiple process indicators for multiple evaluations; rather, they should use a small number of process indicators (e.g., number of visits per day) so that all individuals concerned about a problem can share information and promote improvement.
  • Makoto Matsuo
    MANAGEMENT LEARNING 43 5 609 - 623 2012年11月 [査読有り][通常論文]
     
    Although the role of leadership has been emphasized in facilitating learning in the workplace, there is limited systematic research directly linked to leadership and learning. This study investigated the characteristics of leadership behaviors that facilitate workplace learning, using data from a survey of 228 nursing managers in 22 hospitals. Results of structural equation modeling indicate that encouraging reflective practice plays a central role in enhancing workplace learning, and reflective practice was facilitated by clarifying the mission of the unit and promoting role modeling. The findings suggest that reflective practice combined with goal setting and social learning promotes workplace learning. The theoretical and practical implications of the findings are discussed.
  • Makoto Matsuo
    PSYCHOLOGY & MARKETING 28 4 309 - 329 2011年04月 [査読有り][通常論文]
     
    The purposes of this research were to examine developmental experience at different career stages and to clarify the role of sales beliefs in promoting experiential learning of salespeople. By applying the theoretical framework of expertise research and cognitive psychology, data from Japanese real estate salespeople were analyzed. Results suggest that (1) experiential learning is activated in the later stage (from 6 to 10 years) of a career, and (2) salespeople who balance customer and goal achievement orientations learn from others in the early stage (from 1 to 5 years) of their careers. A discussion of the theoretical and managerial implications is presented. (C) 2011 Wiley Periodicals, Inc.
  • Makoto Matsuo
    Journal of Personal Selling and Sales Management 29 4 321 - 331 2009年09月01日 [査読有り][通常論文]
     
    This study examines the influence of sales management control (outcome based, behavior based, and knowledge based) on the innovativeness of sales departments. Using data from Japanese sales departments, the results indicate that sales departments tend to be innovative when salespeople are evaluated based on their behavior and knowledge rather than on outcome. Theoretical and managerial implications are discussed. © 2009 PSE National Educational Foundation. All rights reserved.
  • Makoto Matsuo, Christina W. Y. Wong, Kee-hung Lai
    JOURNAL OF STRATEGIC INFORMATION SYSTEMS 17 3 202 - 213 2008年09月 [査読有り][通常論文]
     
    Grounded in the Experiential Learning Theory and expertise research, this study examines the processes of experience-based learning, i.e., acquisition of skills and knowledge from direct experience, at different career stages of different types of IT professionals. A qualitative research method Was used to compile a series of case studies on the basis of theoretical replication to answer this research inquiry. Semi-structured interviews were conducted with 10 IT consultants and 14 project managers in six Japanese IT firms. Our findings indicate that these different IT professionals have acquired different skills and knowledge from their job experiences at their different career stages. Academic and managerial implications of this study are discussed. (C) 2008 Elsevier B.V. All rights reserved.
  • Makoto Matsuo, Mark Easterby-Smith
    Journal of Knowledge Management 12 4 30 - 43 2008年 [査読有り][通常論文]
     
    Purpose - The purpose of this paper is to explore how business professionals learn both through sharing knowledge with others, and from their own direct experience. Design/methodology/approach - There are two contrasting approaches to knowledge management. One suggests that knowledge should be disseminated efficiently through the use of information technology-based systems, the other maintains that it is more important to encourage and share the "knowing" that arises directly from the experiences of employees. This paper examines these two approaches from interviews with consultants and project managers in six major Japanese companies. Findings - The paper concludes that there is often a trade-off between technology-based systems and experience, where strong technological systems inhibit experience-based learning, and refer to this as the "knowledge-sharing dilemma". But this is not always the case. The results suggest that when employees are encouraged to customize technology-based knowledge for their own purposes this will actually enhance their capability for experiential learning. Research limitations/implications - Since the data presented in this research are limited to the IT professionals in Japanese firms, further studies could consider the international context and other industries in order to generalize the findings. Originality/value - A major dilemma about combining experiential learning with computer-based knowledge sharing was identified. This "knowledge sharing dilemma" implies that the more computer-based knowledge sharing is promoted, the less that experiential learning may take place. By introducing the idea of customisation the paper extends the concept beyond a simple trade-off in knowledge sharing.
  • M Matsuo
    JOURNAL OF BUSINESS RESEARCH 59 2 242 - 250 2006年02月 [査読有り][通常論文]
     
    There has been an argument over whether customer orientation enhances innovation; moreover, the customer orientation/innovation mechanism remains unclear. This study investigated how customer orientation influences innovativeness through three types of conflict using a sample of 193 sales departments in Japanese firms. A structural equation modeling revealed that (1) customer orientation was positively related to task conflict and negatively related to process conflict, and that (2) task conflict was positively related to innovativeness, while process and relationship conflict was negatively related to innovativeness. The results suggest that customer orientation influences innovativeness by enhancing positive conflict and reducing negative conflict. (c) 2005 Elsevier Inc. All rights reserved.
  • 伊東昌子, 平田謙次, 松尾 睦, 楠見 孝
    人間工学 42 5 305 - 312 2006年 [査読有り][通常論文]
  • Salesperson' s procedural knowledge, experience and performance: An empirical study in Japan
    Matsuo, M, Kusumi, T
    European Journal of Marketing 36 7 840 - 854 2002年 [査読有り][通常論文]

書籍

  • 松尾, 睦 
    ダイヤモンド社 2019年10月 (ISBN: 9784478108918) 271p
  • 松尾, 睦 
    同文舘出版 2018年06月 (ISBN: 9784495390181) xiv, 309p
  • 成長する管理職:優れたマネジャーは経験からいかに学んでいるのか
    松尾 睦 (担当:単著)
    東洋経済新報社 2013年
  • 経験学習入門
    松尾 睦 (担当:単著)
    ダイヤモンド社 2011年
  • 経験からの学習:プロフェッショナルへの成長プロセス
    同文舘出版 2006年 (ISBN: 4495375814)
  • The Role of Internal Competition in Knowledge Creation: An Empirical Study in Japanese Firms
    Peter Lang 2005年 (ISBN: 3039105957)
  • 内部競争のマネジメント:営業組織のイノベーション
    白桃書房 2002年

その他活動・業績

  • 経験からの学習:営業における熟達化
    松尾睦 一橋ビジネスレビュー 54 (1) 6 -27 2006年 [査読無し][通常論文]
  • 高橋 知音, 武田 明典, 村瀬 公胤, 松尾 睦, 鹿毛 雅治, 秋田 喜代美, 楠見 孝 日本教育心理学会総会発表論文集 47 (0) S32 -S33 2005年 [査読無し][通常論文]
  • 営業組織の革新性:内部競争と顧客志向の連動
    流通研究 第5巻第1号,61-78 2002年 [査読無し][通常論文]
  • 組織内部の競争と協調がイノベーションに及ぼす影響:営業部門の実証研究
    日本経営学会誌 第8号,54-65 2002年 [査読無し][通常論文]
  • 組織の内部競争と知識創出:オリックス株式会社の事例
    ビジネス・インサイト 第34号:106-124 2001年 [査読無し][通常論文]
  • サービス・クオリティ次元に関する実症研究:SERVQUALの再検討.(共著)
    流通研究 4 (1) 29 -38 2001年 [査読無し][通常論文]
  • An empirical study of the dimensions of service quality : A reexamination of SERVQUAL.
    Journal of Marketing & Distribution 4 (1) 29 -38 2001年 [査読無し][通常論文]
  • 競争と協調の組織文化と革新的営業:オリックス株式会社の事例研究(共著)
    マーケティング・ジャーナル (79) 5 -20 2000年 [査読無し][通常論文]
  • チーム営業を支えるリーダーの知識:広告会社における定性分析(共著)
    マーケティングジャーナル 19 (4) 20 -38 2000年 [査読無し][通常論文]
  • A cooperative competitive culture and innovative selling : Case of ORIX.
    Japan Marketing Journal (79) 5 -20 2000年 [査読無し][通常論文]
  • A cooperative and competitive organizational culture, innovation, and performance : An empirical study of Japanese sales department.
    Paper presented at 20th Annual International Conference of Strategic Management Society, Vancouver. 2000年 [査読無し][通常論文]
  • Knowledge of sales team leader.
    Japan Marketing Journal 19 (4) 20 -38 2000年 [査読無し][通常論文]
  • 営業組織における知識獲得プロセス
    ビジネスインサイト (28) 18 -31 1999年 [査読無し][通常論文]
  • 営業の手続的知識と業績:経験年数の媒介効果と知識獲得プロセス(共著)
    流通研究 2 (1) 43 -57 1999年 [査読無し][通常論文]
  • Knowledge acquisition process in sales organization.
    Business Insight (28) 18 -31 1999年 [査読無し][通常論文]
  • Knowledge acquisition in sales organizations : Empirical research of Japanese firms.
    Bell & Howell Information and Learning. 1999年 [査読無し][通常論文]
  • The Influence of sales department culture on performance through sales styles : An empirical study of Japanese firms. (共著)
    Proceedings of 1999 Midwest Academy of Management Conference, Nebraska. 1999年 [査読無し][通常論文]
  • A salesperson's procedural knowledge and performance : The moderating effect of sales experience. (共著)
    Proceedings of the 3rd world congress on the management of intellectual capital, Hamilton, Canada. 1999年 [査読無し][通常論文]
  • A salesperson's procedural knowledge and performance : The moderating effect of sales experience and the knowledge acquistion process.
    Journal of Marketing & Distribution 2 (1) 43 -57 1999年 [査読無し][通常論文]
  • 営業行動様式の有効性と市場環境
    組織科学 32 76 -88 1998年 [査読無し][通常論文]
  • 営業組織における文化特性と業績-競争と協調のマネジメント-
    流通研究 (1) 51 -65 1998年 [査読無し][通常論文]
  • 組織変革の認知と変革態度
    日本経営学会誌 (2) 56 -69 1998年 [査読無し][通常論文]
  • The effectiveness of selling behavior patterns and the market environment.
    Organizational Science 32 76 -88 1998年 [査読無し][通常論文]
  • Cultural characteristics and performance in sales organizations
    Journal of Marketing & Distribution (1) 51 -65 1998年 [査読無し][通常論文]
  • Cognition of organizational change and attitude toward change.
    Journal of Business Management (2) 56 -69 1998年 [査読無し][通常論文]
  • The effect of organizational climate and experience on task-specific belief. A cognitive study of salespeople. (共著)
    Paper presented at the workshop at Academy of Management Annual Meeting, San Diego. 1998年 [査読無し][通常論文]
  • 販売員の手続型知識と組織営業の可能性(共著)
    マーケティング・ジャーナル 61 39 -49 1996年 [査読無し][通常論文]
  • 組織風土の規定因に関する研究
    産業・組織心理学研究 10 (1) 75 -87 1996年 [査読無し][通常論文]
  • Salesperson's procedural knowledge and team selling.
    Japan Marketing Journal 61 39 -49 1996年 [査読無し][通常論文]
  • A study on the determinants of organizational climate.
    The Japanese Association of Industrial/Organizational Psychology Journal 10 (1) 75 -87 1996年 [査読無し][通常論文]
  • インターナルサービスと職務満足
    経営行動科学 9 (1) 27 -38 1994年 [査読無し][通常論文]
  • 社会現象の認知に関する探索的研究
    社会心理学研究 9 (2) 87 -96 1994年 [査読無し][通常論文]
  • セルフ・ハンディキャッピング方略としての努力抑制と課題選択
    実験社会心理学研究 34 (1) 10 -20 1994年 [査読無し][通常論文]
  • Internal service and job satisfaction.
    The Japanese Journal of Administrative Behavior 9 (1) 27 -38 1994年 [査読無し][通常論文]
  • An exploratory study on the cognition of social phenomena.
    Research in Social Psychology 9 (2) 87 -96 1994年 [査読無し][通常論文]
  • Effort reduction and task choice as self-handicapping strategies.
    The Japanese Journal of Experimental Social Psychology 34 (1) 10 -20 1994年 [査読無し][通常論文]

受賞

  • 2019年 Emerald Publishing Journal of Workplace Learning 2019 Outstanding Paper
     Effects of team unlearning on employee creativity: the mediating effect of individual reflection 
    受賞者: Makoto Matsuo
  • 2017年 Journal of Workplace Learning 2017 Highly Commended Award
     
    受賞者: 松尾 睦
  • 2012年 HRアワード書籍部門最優秀賞
     
    受賞者: 松尾 睦
  • 2011年 Best Paper Award in 2011 International Conference on Management Learning and Business Technology Education
     
    受賞者: 松尾 睦
  • 2003年 European Journal of Marketing 2002度 最優秀論文賞 (Outstanding Paper)
  • 2003年 European Journal of Marketing Outstanding Paper
     
    受賞者: MATSUO Makoto
  • 1994年 第2回日本社会心理学会着想独創賞

共同研究・競争的資金等の研究課題

  • エキスパートの熟達過程の分析
    研究期間 : 1997年
  • 組織学習とイノベーション
  • 営業組織における知識獲得
  • Organizational learning and innovation
  • Knowledge acquisition in sales organization

教育活動情報

主要な担当授業

  • 現代経済経営演習
    開講年度 : 2019年
    課程区分 : 博士後期課程
    開講学部 : 経済学研究科
  • 病院組織管理論
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 保健科学院
    キーワード : 病院経営、組織管理、リーダー論、組織学習
  • 現代経済経営演習
    開講年度 : 2019年
    課程区分 : 博士後期課程
    開講学部 : 経済学院
  • 非営利組織論演習
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 国際広報メディア・観光学院
    キーワード : 非営利組織、リーダーシップ、マネジメント
  • 卒業論文
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 非営利組織論特論A
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 経済学院
    キーワード : 経験学習、リーダーシップ開発
  • 演習Ⅰ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 非営利組織論特論B
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 経済学院
    キーワード : 非営利組織、リーダーシップ、マネジメント
  • 演習Ⅱ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 演習Ⅰ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
    キーワード : 組織心理学、経験学習
  • 演習Ⅲ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 現代日本社会ⅢD
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 現代日本学プログラム課程
    キーワード : キャリア管理、組織社会化、経験学習、メンタリング、管理者のトランジション
  • 演習Ⅳ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 社会の認識
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 全学教育
    キーワード : 経験、経験学習、教育、連続性、相互作用、プレゼンテーション、グループディスカッション
  • 演習Ⅴ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 経営管理Ⅱ
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
    キーワード : キャリア管理、組織社会化、経験学習、メンタリング、管理者のトランジション
  • 演習Ⅵ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 演習Ⅶ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 演習Ⅷ(2単位)
    開講年度 : 2019年
    課程区分 : 学士課程
    開講学部 : 経済学部
  • 論文
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 経済学院
  • 現代経済経営演習Ⅰ
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 経済学院
  • 現代経済経営演習Ⅱ
    開講年度 : 2019年
    課程区分 : 修士課程
    開講学部 : 経済学院


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