{"id":15897,"date":"2026-06-02T15:00:55","date_gmt":"2026-06-02T06:00:55","guid":{"rendered":"https:\/\/www.waseda.jp\/fcom\/soc\/?p=15897"},"modified":"2026-06-02T15:53:08","modified_gmt":"2026-06-02T06:53:08","slug":"2022%e5%b9%b47%e6%9c%88-%e7%94%a3%e6%a5%ad%e7%b5%8c%e5%96%b6%e7%a0%94%e7%a9%b6%e6%89%80%e3%82%a4%e3%83%99%e3%83%b3%e3%83%88%e3%81%ae%e3%81%8a%e7%9f%a5%e3%82%89%e3%81%9b-2-2-3-3","status":"publish","type":"post","link":"https:\/\/www.waseda.jp\/fcom\/soc\/news\/15897","title":{"rendered":"2026\u5e74\u5ea6 \u7523\u696d\u7d4c\u55b6\u7814\u7a76\u6240\u30a4\u30d9\u30f3\u30c8\u306e\u304a\u77e5\u3089\u305b"},"content":{"rendered":"

\u4ee5\u4e0b\u306e\u3068\u304a\u308a\u3001\u7523\u696d\u7d4c\u55b6\u7814\u7a76\u6240\u306e\u30a4\u30d9\u30f3\u30c8\u3092\u958b\u50ac\u3057\u307e\u3059\u3002<\/p>\n

\u3010\u7523\u7814\u8b1b\u6f14\u4f1a\u3011<\/p>\n

\u25ce2026\u5e746\u67081\u65e5(\u6708) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nWaseda Organizational and Financial Economics Seminar<\/p>\n

Why do firms prefer after-hours disclosure? Evidence from Japan<\/td>\n<\/tr>\n

\u8b1b\u6f14\u8005<\/td>\n\u5185\u7530 \u4ea4\u8b39\u00a0 \u6c0f<\/p>\n

\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n

\u6982\u8981<\/td>\nWe exploit the Tokyo Stock Exchange\u2019s (TSE\u2019s) extension of its closing time from 3:00 p.m. to 3:30 p.m. in November 2024 to examine whether firms deliberately announce earnings after market close. The extension reduces the proportion of after-hours announcements by approximately 15%, indicating that operational constraints significantly influence announcement timing. Importantly, about 40% of firms announce earnings immediately after market close in both the pre- and post-extension periods, implying that many firms deliberately choose after-hours disclosure. We find that firms with more volatile stock returns consistently make after-hours announcements around the trading hours extension. These consistent after-hours announcements are also associated with lower ownership by relationship-based shareholders. Moreover, these factors are related to the likelihood that firms choose after-hours announcements for all earnings releases during the sample period. Finally, the market-to-book ratio\u2014particularly its misvaluation\u00a0component\u2014is positively associated with the likelihood of making after-hours announcements.<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u8c37\u5ddd \u3000\u5be7\u5f66\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

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\u30c6\u30fc\u30de<\/td>\n\u6771\u30a2\u30b8\u30a2\u534a\u5c0e\u4f53\u30a8\u30b3\u30b7\u30b9\u30c6\u30e0\u306e\u5168\u8c8c\u3068\u65e5\u53f0\u5171\u5275\u306e\u672a\u6765\u2015\u53f0\u6e7e\u534a\u5c0e\u4f53\u7523\u696d\u306e\u767a\u5c55\u3092\u5b9f\u696d\u3068\u653f\u7b56\u306e\u4e21\u9762\u304b\u3089\u652f\u3048\u3066\u304d\u305f\u30ea\u30fc\u30c0\u30fc\u304c\u8a9e\u308b\u3000\u203b\u65e5\u672c\u8a9e\u3067\u306e\u3054\u5831\u544a<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\n\u90ed\u3000\u667a\u8f1d \u6c0f\uff08\u56fd\u7acb\u53f0\u5317\u5927\u5b66\u3000\u5ba2\u54e1\u6559\u6388\uff09<\/td>\n<\/tr>\n
\u6982\u8981<\/td>\n\u30b9\u30de\u30fc\u30c8\u30d5\u30a9\u30f3\u304b\u3089\u6700\u5148\u7aefAI\u3001\u81ea\u52d5\u8eca\u306b\u81f3\u308b\u307e\u3067\u3001\u73fe\u4ee3\u793e\u4f1a\u306e\u30a4\u30f3\u30d5\u30e9\u3092\u652f\u3048\u308b\u534a\u5c0e\u4f53\u3002\u73fe\u5728\u3001\u30b0\u30ed\u30fc\u30d0\u30eb\u306a\u30b5\u30d7\u30e9\u30a4\u30c1\u30a7\u30fc\u30f3\u306e\u518d\u7de8\u3068\u5730\u653f\u5b66\u7684\u30ea\u30b9\u30af\u306e\u53f0\u982d\u306b\u3088\u308a\u3001\u6771\u30a2\u30b8\u30a2\u306e\u534a\u5c0e\u4f53\u7523\u696d\u306f\u4e16\u754c\u4e2d\u304b\u3089\u304b\u3064\u3066\u306a\u3044\u6ce8\u76ee\u3092\u6d74\u3073\u3066\u3044\u307e\u3059\u3002TSMC\u306e\u65e5\u672c\u9032\u51fa\u306b\u8c61\u5fb4\u3055\u308c\u308b\u3088\u3046\u306b\u3001\u65e5\u53f0\u306e\u7d4c\u6e08\u5354\u529b\u306f\u4eca\u3001\u5358\u306a\u308b\u88fd\u9020\u59d4\u8a17\u3092\u8d85\u3048\u305f\u65b0\u305f\u306a\u5c40\u9762\u3092\u8fce\u3048\u3066\u3044\u307e\u3059\u3002\u672c\u30ef\u30fc\u30af\u30b7\u30e7\u30c3\u30d7\u3067\u306f\u3001\u53f0\u6e7e\u306e\u534a\u5c0e\u4f53\u4f01\u696d\u3092\u7387\u3044\u308b\u7d4c\u55b6\u8005\u3067\u3001\u53f0\u6e7e\u306e\u524d\u7d4c\u6e08\u7523\u696d\u5927\u81e3\u306e\u90ed\u667a\u8f1d\u5148\u751f\u3092\u7279\u5225\u30b2\u30b9\u30c8\u306b\u304a\u62db\u304d\u3057\u307e\u3059\u3002\u71be\u70c8\u306a\u30b0\u30ed\u30fc\u30d0\u30eb\u7af6\u4e89\u306e\u6700\u524d\u7dda\u3067\u57f9\u308f\u308c\u305f\u3001\u7d4c\u55b6\u8005\u53ca\u3073\u653f\u6cbb\u5bb6\u3068\u3057\u3066\u306e\u30ea\u30a2\u30eb\u306a\u7d4c\u9a13\u8ac7\u3092\u4ea4\u3048\u306a\u304c\u3089\u3001\u53f0\u6e7e\u304c\u4e16\u754c\u3092\u30ea\u30fc\u30c9\u3059\u308b\u5f37\u529b\u306a\u300c\u30a8\u30b3\u30b7\u30b9\u30c6\u30e0\u300d\u3092\u69cb\u7bc9\u3067\u304d\u305f\u771f\u9ac4\u306b\u8feb\u308a\u307e\u3059\u3002\u6fc0\u5909\u3059\u308b\u6771\u30a2\u30b8\u30a2\u7d4c\u6e08\u306e\u4e2d\u3067\u3001\u73fe\u5728\u306e\u534a\u5c0e\u4f53\u7523\u696d\u304c\u76f4\u9762\u3059\u308b\u8ab2\u984c\u3068\u306f\u4f55\u304b\u3002\u305d\u3057\u3066\u3001\u65e5\u672c\u306e\u5f37\u307f\u3068\u53f0\u6e7e\u306e\u5f37\u307f\u306f\u4f55\u304b\u3001\u3053\u306e\u4e8c\u3064\u3092\u639b\u3051\u5408\u308f\u305b\u308b\u300c\u65e5\u53f0\u5171\u5275\u300d\u306f\u3001\u3069\u306e\u3088\u3046\u306a\u30a4\u30ce\u30d9\u30fc\u30b7\u30e7\u30f3\u3068\u30b9\u30bf\u30fc\u30c8\u30a2\u30c3\u30d7\u4f53\u5236\u3092\u751f\u307f\u51fa\u3057\u5f97\u308b\u306e\u304b\u3002\u7b2c\u4e00\u7dda\u306e\u30c8\u30c3\u30d7\u7d4c\u55b6\u8005\u306e\u8996\u70b9\u306b\u89e6\u308c\u306a\u304c\u3089\u3001\u6b21\u4e16\u4ee3\u306e\u30a2\u30b8\u30a2\u7d4c\u6e08\u3068\u30a4\u30ce\u30d9\u30fc\u30b7\u30e7\u30f3\u306e\u672a\u6765\u306b\u3064\u3044\u3066\u5171\u306b\u8b70\u8ad6\u3092\u6df1\u3081\u308b\u8cb4\u91cd\u306a\u6a5f\u4f1a\u3067\u3059\u3002\u7d4c\u6e08\u3084\u30c6\u30af\u30ce\u30ed\u30b8\u30fc\u306e\u52d5\u5411\u306b\u95a2\u5fc3\u306e\u3042\u308b\u65b9\u306f\u3082\u3061\u308d\u3093\u3001\u5c06\u6765\u30b0\u30ed\u30fc\u30d0\u30eb\u306b\u6d3b\u8e8d\u3057\u305f\u3044\u3001\u3042\u308b\u3044\u306f\u8d77\u696d\u3092\u5fd7\u3059\u5b66\u751f\u306e\u7686\u3055\u3093\u306e\u7a4d\u6975\u7684\u306a\u3054\u53c2\u52a0\u3092\u304a\u5f85\u3061\u3057\u3066\u3044\u307e\u3059\u3002<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u4e45\u4fdd\u3000\u514b\u884c\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u67084\u65e5(\u6728) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nWhen AI Evaluates: Emotional Pathways to Willingness to Pay<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nSubin Im \u6c0f\uff08George L. Nation Professor of Marketing & Entrepreneurship, Gary W. Rollins College of Business, The University of Tennessee at Chattanooga\uff09<\/p>\n

https:\/\/scholar.google.com\/citations?hl=en&user=6u9KE5UAAAAJ<\/a><\/td>\n<\/tr>\n

\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u9808\u6c38\u3000\u52aa\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u670810\u65e5(\u6c34) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nCoercive, Care, and Culinary Justifications: How Chefs Blend Old and New Forms of Management<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nDaphne Demetry\u00a0\u6c0f<\/p>\n

\uff08Associate Professor, Desautels Faculty of Management, McGill University\uff09<\/td>\n<\/tr>\n

\u6982\u8981<\/td>\nHow does one manage when a core pillar of one\u2019s management approach becomes contested? We explore this case using the fine dining industry, which is facing a moment of change as the historically institutionalized model of hierarchical and abusive management has given way to an emerging management style that emphasizes individualized care and personal growth. Analyzing 120 interviews with fine dining chefs across the US (San Francisco and New York City), we examine how chefs justify the managing of their staff through the lens of two management ideologies, which we call broadly \u201ccoercive\u201d and \u201ccare.\u201d We find that most chefs use instrumental justifications to integrate a new caring management approach \u2013 e.g., it results in better quality food and higher employee retention. At the same time, they retain some aspects of the traditional model of coercion, which continues to be perceived as effective under certain times and for certain spaces. We find that the resultant blending of the two models is heavily influenced by individual chefs\u2019 personal perceptions of what care should be. This variation, we argue, comes from the not-yet-institutionalized nature of the care approach, whereby meanings become localized to the individual rather than across a field. Our qualitative data also reveals an intermediary phase in this process of change, whereby actors renegotiate the rules of the game through their choices of which aspects of old and new managerial ideologies to blend.<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u4e09\u6a4b\u3000\u5e73\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u670811\u65e5(\u6c34) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nThe Indonesian Economy, Growth, Trade Structure, and Income Inequality\uff08\u901a\u8a33\u3042\u308a\uff09<\/span><\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nDenni\u3000Purbasari \u6c0f\uff08Chief Economist of the Indonesian Business Council. Lecturer at the Department of Economics, Gadjah Mada University\uff09<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u6a2a\u7530\u3000\u4e00\u5f66\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

 <\/p>\n

\u25ce2026\u5e746\u670815\u65e5(\u6708) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

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\u30c6\u30fc\u30de<\/td>\nWaseda Organizational and Financial Economics Seminar:<\/p>\n

VC expectations and returns<\/p>\n

<\/h3>\n<\/td>\n<\/tr>\n

\u8b1b\u6f14\u8005<\/td>\n\u9ad8\u6a4b\u3000\u79c0\u5fb3 \u6c0f\uff08\u795e\u6238\u5927\u5b66 \u7d4c\u6e08\u7d4c\u55b6\u7814\u7a76\u6240 \u51c6\u6559\u6388\uff09<\/td>\n<\/tr>\n
\u6982\u8981<\/td>\n\n

This study examines venture capitalists\u2019\u00a0(VCs\u2019) ability to forecast startup outcomes. Using proprietary data, we analyze the relationship between VC expectations and realized investment returns. We find that, although VCs\u2019\u00a0return expectations are not associated with realized returns, their expectations regarding success probability and time to exit are informative. These results are robust to several alternative explanations, including downside risk and post-investment value-added activities.<\/p>\n<\/td>\n<\/tr>\n

\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u8c37\u5ddd \u3000\u5be7\u5f66\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u670825\u65e5(\u6728) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nWhen Digitalization Doesn\u2019t Help: Behavioral and Organizational Barriers to Patient-Facing Technology in Hospitals<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nSiliang Tong \u6c0f <\/span>(Assistant Professor, Nanyang Technological University)<\/td>\n<\/tr>\n
\u6982\u8981<\/td>\nHospitals worldwide are increasingly adopting patient-facing digital technologies to improve operational efficiency and patient experience. Yet, rigorous causal evidence on their real-world effectiveness remains limited. We conducted a large-scale randomized field experiment with a major public hospital system in China to evaluate a digital navigation system designed to guide patients through complex outpatient workflows. Over a three-month period, the system was deployed to nearly one million patients, spanning 1.7 million outpatient visits. Contrary to expectations, we find no significant reduction in total visit duration. Further analyses reveal that these null effects are driven by two factors: extremely low patient adoption (3.2%) of the digital navigation system and the system\u2019s inability to address core operational bottlenecks, such as limited physician capacity and rigid scheduling, as reflected by unchanged stage-to-stage time intervals within the outpatient process. These findings underscore how behavioral frictions and institutional constraints can undermine the intended benefit of patient-facing digital technologies, highlighting the need for integrated design strategies that align AI technologies with patient behavior, clinical workflows, and organizational processes.<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u5b88\u53e3\u3000\u525b\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u670826\u65e5(\u91d1) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

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\u30c6\u30fc\u30de<\/td>\nImplications of Unethical Pro-Social Behavio<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nElizabeth Umphress<\/span> \u6c0f\uff08<\/span>Professor, Foster School of Business,\u3000<\/span>University of Washington<\/span>\uff09<\/span><\/td>\n<\/tr>\n
\u6982\u8981<\/td>\nIn my research, I examine unethical behavior in organizations, with a particular focus on unethical prosocial behavior \u2014 acts intended to help, rather than harm, one\u2019s organization or workgroup. In this talk, I will share research from this stream of work, highlighting why people engage in unethical prosocial behavior and what the consequences may be for work relationships and performance.<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u4e09\u6a4b \u3000\u5e73\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e746\u670827\u65e5(\u571f) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

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\u30c6\u30fc\u30de<\/td>\n\u5730\u57df\u4f01\u696d\u306e\u56fd\u969b\u5c55\u958b\uff1a\u30ed\u30fc\u30ab\u30eb\u00d7\u30b0\u30ed\u30fc\u30d0\u30eb\u306e\u30c0\u30a4\u30ca\u30df\u30ba\u30e0<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\n\u7af9\u4e4b\u5185\u3000\u79c0\u884c \u6c0f\uff08\u4e0a\u667a\u5927\u5b66\u3000\u6559\u6388\uff09<\/p>\n

\u300c\u9769\u65b0\u3078\u306e\u3053\u3060\u308f\u308a\u304c\u4e16\u754c\u306e\u5148\u99c6\u8005\u3078\u3000\u30ed\u30fc\u30c1\u30a7\u300d<\/p>\n

\u5c71\u672c\u3000\u5d07\u96c4 \u6c0f\uff08\u795e\u5948\u5ddd\u5927\u5b66\u3000\u6559\u6388\uff09<\/p>\n

\u300c\u4e16\u754c\u306e\u793e\u4f1a\u554f\u984c\u3092\u30d3\u30b8\u30cd\u30b9\u3067\u89e3\u6c7a\u3059\u308b\u3000\u30dc\u30fc\u30c0\u30ec\u30b9\u30fb\u30b8\u30e3\u30d1\u30f3\u300d<\/p>\n

\u7af9\u4e4b\u5185\u3000\u73b2\u5b50 \u6c0f\uff08\u6210\u57ce\u5927\u5b66\u3000\u6559\u6388\uff09<\/p>\n

\u300c\u30b9\u30d4\u30f3\u30a2\u30a6\u30c8\u3068\u9023\u643a\u304c\u751f\u3080\u56fd\u969b\u7684\u306a\u7af6\u4e89\u529b\u3000\u591a\u6469\u5ddd\u7cbe\u6a5f\u300d<\/p>\n

\u6e05\u6c34\u3000\u3055\u3086\u308a \u6c0f\uff08\u9ad8\u5d0e\u7d4c\u6e08\u5927\u5b66\u3000\u6559\u6388\uff09
\n\u300c\u4f1d\u7d71\u3092\u57fa\u790e\u306b\u9769\u65b0\u3057\u3001\u4e16\u754c\u3078\u7fbd\u3070\u305f\u304f\u3000\u30b7\u30ca\u30ce\u30b1\u30f3\u30b7\u300d<\/td>\n<\/tr>\n

\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u6a2a\u7530\u3000\u4e00\u5f66\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

 <\/p>\n

\u25ce2026\u5e746\u670829\u65e5(\u6708) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nWaseda Organizational and Financial Economics Seminar<\/p>\n

Agency Frictions and Underwriting Compensation\u00a0: Evidence From Japanese Initial Public Offerings<\/td>\n<\/tr>\n

\u8b1b\u6f14\u8005<\/td>\n\u8521\u3000\u8d8a \u6c0f\uff08\u65b0\u6f5f\u770c\u7acb\u5927\u5b66 \u56fd\u969b\u7d4c\u6e08\u5b66\u90e8 \u8b1b\u5e2b\uff09<\/td>\n<\/tr>\n
\u6982\u8981<\/td>\nThis paper quantifies the monetary value of agency frictions in Japanese IPO underwriting by estimating a structural principal-agent model using data from 2000 to 2022. It reveals that information rents and moral hazard significantly inflate compensation, acting as a rational insurance premium against the massive potential losses associated with underwriter shirking. Additionally, the analysis provides structural evidence supporting the universal banking hypothesis, showing that bank-affiliated underwriters face substantially lower effort costs compared to independent firms.<\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u8c37\u5ddd \u3000\u5be7\u5f66\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e747\u67088\u65e5(\u6c34) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nCloaked in Data: How Creative Brokers Overcome Data Resistance in Media <\/span><\/span>Format Development<\/span><\/span>\u200b<\/span><\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nJoris Ebbers<\/span><\/span>\u00a0<\/span><\/span>\u6c0f<\/span><\/span>\uff08<\/span><\/span>Full <\/span><\/span>Professor, <\/span><\/span>Entrepreneurship and Innovation<\/span><\/span>, <\/span><\/span>Luiss <\/span><\/span>Business School<\/span><\/span>\uff09<\/span><\/span>\u200b<\/span><\/td>\n<\/tr>\n
\u6982\u8981<\/td>\nIn the creative industries<\/span><\/span>, <\/span><\/span>big data <\/span><\/span>and <\/span><\/span>analytics have the potential to create insights into audience behavior <\/span><\/span>and <\/span><\/span>technological, <\/span><\/span>cultural<\/span><\/span> or content trends<\/span><\/span>, <\/span><\/span>offering new possibilities for rationally informing creative decisions<\/span><\/span>. <\/span><\/span>Yet our study <\/span><\/span>of a <\/span><\/span>data-rich media company known for producing internationally acclaimed formats reveals a striking contradiction: <\/span><\/span>despite its strategic commitment to data-driven creativity and data\u2019s potential to support idea generation and evaluation, <\/span><\/span>data was routinely resisted by both creators and managers. This empirical surprise prompted an abductive inquiry into <\/span><\/span>how data <\/span><\/span>and <\/span><\/span>creativity coexist in practice. Drawing on a 26-month qualitative study<\/span><\/span>, we find that <\/span><\/span>creators and managers <\/span><\/span>resisted data because they perceived data as uninspiring, unreliable, or unconvincing in creative work<\/span><\/span>. <\/span><\/span>Instead, we reveal <\/span><\/span>how creative brokers\u2014who <\/span><\/span>operate<\/span><\/span> at the intersection of idea generation and evaluation\u2014perform strategic work <\/span><\/span>to <\/span><\/span>overcome data resistance <\/span><\/span>through <\/span><\/span>a patterned<\/span><\/span>, <\/span><\/span>time-sensitive repertoire <\/span><\/span>of <\/span><\/span>inspiring<\/span><\/span>, <\/span><\/span>guiding<\/span><\/span>, <\/span><\/span>and legitimizing tactics<\/span><\/span>. <\/span><\/span>These <\/span><\/span>tactics combine into three temporal pathways <\/span><\/span>through <\/span><\/span>which brokers <\/span><\/span>render<\/span><\/span> data meaningful without provoking <\/span><\/span>resistance<\/span><\/span>. Our <\/span><\/span>findings reveal how data becomes workable in creative organizations through the strategic work of <\/span><\/span>creative brokers, thereby extending brokerage theory <\/span><\/span>and <\/span><\/span>recasting data as a processual mechanism through which <\/span><\/span>brokers can reconcile intuition-rationality tensions<\/span><\/span>.<\/span><\/span><\/td>\n<\/tr>\n
\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u4e09\u6a4b \u3000\u5e73\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

\u25ce2026\u5e747\u670822\u65e5(\u6c34) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089<\/a>\uff09<\/p>\n

\n\n\n\n\n\n\n
\u30c6\u30fc\u30de<\/td>\nMandatory vs voluntary disclosure in the dynamic market for lemons.<\/td>\n<\/tr>\n
\u8b1b\u6f14\u8005<\/td>\nCyrus Aghamolla \u6c0f\uff08Rice University, Jones Graduate School of Business, Associate Professor of Accounting\uff09<\/td>\n<\/tr>\n
\u6982\u8981<\/td>\nWe consider a dynamic adverse selection setting where a privately informed seller\u00a0can choose to reveal or withhold past trade information to privately informed buyers.\u00a0Buyers naturally receive less information when the seller can strategically withhold\u00a0negative news relative to a setting where current buyers always observe the seller’s\u00a0history of trade, i.e., mandatory disclosure. Despite the informational disadvantage,\u00a0we find that strategic disclosure by the seller can be welfare-increasing relative to<\/p>\n

mandatory disclosure, under which past trade is always disclosed. This occurs because voluntary disclosure attenuates the seller’s incentive to engage in destructive\u00a0signaling and can lead to more efficient trade.<\/p>\n

Our model of repeated trade has applications to financial markets, particularly\u00a0over-the-counter markets. Various OTC markets have been subject to increased\u00a0post-trade transparency regulations in recent years, including a number of debt\u00a0securities markets through TRACE, the European bond market through MiFID II,\u00a0and the municipal bond market through MSRB Rule G-14. The empirical literature\u00a0examining the impacts of these regulations has been mixed, with studies generally\u00a0documenting both positive and negative effects of increased transparency depending\u00a0on factors such as liquidity or yield of the asset. Our setting sheds light on possible\u00a0improvements to transparency regulations, where permitting voluntary disclosure of\u00a0past trade for certain asset types can improve trade frequency and welfare. In particular,\u00a0when interpreting parameters of our model in the context of the OTC bond market,\u00a0our results imply that voluntary disclosure can be advantageous relative to mandatory disclosure when adverse selection frictions are not too severe for high- and\u00a0low-inventory cost bonds.<\/span><\/td>\n<\/tr>\n

\u5bfe\u8c61<\/td>\n\u5b66\u751f\u30fb\u6559\u8077\u54e1\u30fb\u4e00\u822c<\/td>\n<\/tr>\n
\u4e16\u8a71\u4eba<\/td>\n\u82e5\u6797\u3000\u5229\u660e\uff08\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662 \u51c6\u6559\u6388\uff09<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n

 <\/p>\n

\u3010\u7523\u7814\u30d5\u30a9\u30fc\u30e9\u30e0\u3011<\/p>\n

2026\u5e741\u670819\u65e5\uff08\u6708\uff09\u7b2c46\u56de\u7523\u7814\u30d5\u30a9\u30fc\u30e9\u30e0\u300c\u65e5\u672c\u306b\u304a\u3051\u308bPR\uff08\u30d1\u30d6\u30ea\u30c3\u30af\u30ea\u30ec\u30fc\u30b7\u30e7\u30f3\u30ba\uff09\u306e\u6b74\u53f2\u3068\u4eca\u5f8c\u306e\u5c55\u671b\u300d<\/a>\u304c\u958b\u50ac\u3055\u308c\u307e\u3057\u305f\u3002<\/p>\n

\u3010\u305d\u306e\u4ed6\u30a4\u30d9\u30f3\u30c8\u3011<\/p>\n

2025\u5e747\u670822\u65e5\uff08\u706b\uff09\u65e9\u7a32\u7530\u5927\u5b66\u7b2c28\u56de\u30d3\u30b8\u30cd\u30b9\u30d7\u30e9\u30f3\u30b3\u30f3\u30c6\u30b9\u30c8<\/a>\u304c\u958b\u50ac\u3055\u308c\u307e\u3057\u305f\u3002<\/p>\n

\u3010\u30a2\u30ab\u30c7\u30df\u30c3\u30af\u30fb\u30d5\u30a9\u30fc\u30e9\u30e0\u3011\uff082024\u5e74\u5ea6\uff09<\/p>\n

2025\u5e743\u670815\u65e5(\u571f) \u3000\u7b2c29\u56de\u7523\u7814\u30a2\u30ab\u30c7\u30df\u30c3\u30af\u30fb\u30d5\u30a9\u30fc\u30e9\u30e0\u300c\u7d4c\u55b6\u5b66\u7814\u7a76\u306e\u8ecc\u8de1\u3068\u5c55\u671b\u300d<\/a>\u304c\u958b\u50ac\u3055\u308c\u307e\u3057\u305f\u3002\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u3000\u65e9\u7a32\u7530\u5927\u5b66\u5546\u5b66\u5b66\u8853\u9662\u3000\u5742\u91ce\u53cb\u662d\u6559\u6388\u9000\u8077\u8a18\u5ff5<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

\u4ee5\u4e0b\u306e\u3068\u304a\u308a\u3001\u7523\u696d\u7d4c\u55b6\u7814\u7a76\u6240\u306e\u30a4\u30d9\u30f3\u30c8\u3092\u958b\u50ac\u3057\u307e\u3059\u3002 \u3010\u7523\u7814\u8b1b\u6f14\u4f1a\u3011 \u25ce2026\u5e746\u67081\u65e5(\u6708) \u8b1b\u6f14\u4f1a\uff08\u8a73\u7d30\u306f\u3053\u3061\u3089\uff09 \u30c6\u30fc\u30de Waseda Organizational and Financial Economics […]<\/p>\n","protected":false},"author":5,"featured_media":8322,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[100,1],"tags":[73,45],"class_list":["post-15897","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news-en","category-news","tag-events-en","tag-events"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/posts\/15897","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/comments?post=15897"}],"version-history":[{"count":2,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/posts\/15897\/revisions"}],"predecessor-version":[{"id":16037,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/posts\/15897\/revisions\/16037"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/media\/8322"}],"wp:attachment":[{"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/media?parent=15897"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/categories?post=15897"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.waseda.jp\/fcom\/soc\/wp-json\/wp\/v2\/tags?post=15897"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}