Faculty Profiles - TAKAI, Jiro

Papers - TAKAI, Jiro

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Interpersonal competence: Assessing the assessment instruments Reviewed

Ota, H., Takai, J. and Tanaka, T.

Human Communication Studies Vol. 21 page： 35-52 1993

Necessary Social Skills for International Students in Japan

TANAKA Tomoko, TAKAI Jiro, KOHYAMA Takaya

Science reports ( 19 ) page： p87 - 99 1993

Language：Japanese Publisher：Hiroshima University

As a part of researches on social skills training aimed at facilitating the cross-cultural adjustment of sojourners in Japan, this study asked Japanese experts in interpersonal behavior research about how international students should cope with ten aspects of social difficulty in interpersonal situations. The mailed questionnaire administered to 133 social psychologists. Twenty three subjects responded to the open-ended items. Their responses were categorized through the KJ method of content analysis. The following main categories were obtained; A) interpersonal relations (relationship with stranger, friendship formation, behavior toward a superior, overcoming language handicap, managing social exchange, behavior toward opposite sex members), B) social situations (public etiquette, dealing with collective behavior), C) indirectness (negating, indirect expression). Coping strategies suggested by the respondents were categorized into three areas of a) behavior, b) cognition, c) passiveness, and under these categories were identified their respective component structure. The results offer fundamental resources for formulating structured learning, cognitive restructuring and goal setting regarding social skills training.

DOI： 10.15027/635

CiNii Books

Other Link： http://ir.lib.hiroshima-u.ac.jp/00000635

Training effects on Japanese managers' divergent thinking attitudes Reviewed

Basadur, M., Wakabayashi, M. and Takai, J.

International Journal of Intercultural Relations Vol. 16 page： 329-345 1992

Training effects on the divergent thinking attitudes of Japanese managers

Min Basadur, Mitsuru Wakabayashi, Jiro Takai

International Journal of Intercultural Relations Vol. 16 ( 3 ) page： 329 - 345 1992

Language：Japanese Publishing type：Research paper (scientific journal)

A field experiment made a preliminary investigation of the effects of training Japanese managers in creative problem solving. Two attitudes associated with divergent thinking practice (an important aspect of creative problem solving) were measured before and after training. This research establishes the Japanese translations of the two attitudinal measures. It also indicates that the applicability and receptivity of the paradigms and methods of the training provided may be at least as strong in Japanese business and industry as found in previous North American research. The experimental group (n = 60) showed significant gains on both measures versus two control groups. Compared to North American managers from similar studies, the Japanese managers appear to make at least equal gains after training. Future directions for research include extending the training effect investigation beyond attitude changes to include behavior changes and longer term persistence and portability to the job. © 1992.

DOI： 10.1016/0147-1767(92)90056-Z

Scopus

THE ADJUSTMENT OF INTERNATIONAL STUDENTS AT A THIRD CULTURE-LIKE ACADEMIC COMMUNITY IN JAPAN (2) : AN INTERVIEW STUDY

Takai Jiro

Human communication studies Vol. 18 page： 31 - 61 1990.6

The adjustment of international students at a third culture-like academic community in Japan (2): An interview study Reviewed

Takai, J.

Human Communication Studies Vol. 18 page： 31-62 1990

THE ADJUSTMENT OF INTERNATIONAL STUDENTS AT A THIRD CULTURE-LIKE ACADEMIC COMMUNITY IN JAPAN (1) : A LONGITUDINAL STUDY

Takai Jiro

Human communication studies Vol. 17 page： 113 - 120 1989.6

The adjustment of international students at a third culture-like academic community in Japan (1): A longitudinal study Reviewed

Takai, J.

Human Communication Studies Vol. 17 page： 113-120 1989

An Overview of International Student Adjustment Studies in Japan

TAKAI Jiro

Bulletin of the school of education. Psychology ( 36 ) page： p139 - 147 1989

Language：Japanese Publisher：Nagoya University

Research on the adjustment of international students in Japan is still a relatively unexplored area of study. However, the need for it has become pronounced within the recent years, as our nation has readied itself to accept the lot of its projected 100,000 students by the early 2000's. Existing research has been repeatedly conducted by a small handful of investigators, and has concentrated mainly on self-report questionnaires. Although some studies have taken on a longitudinal design, most have not attempted to monitor adjustment as an ongoing developing process, but have opted to gain large cross-sectional samples. The indices of adjustment employed include host images, gaps between expectation and reality, amount of difficulty in coping, psychological stress and multiple factor inventories. In reference to the various hypotheses of cross-cultural adjustment, the U-curve, national status and association hypotheses have been investigated. Findings reported have discovered that a general U-curve pattern is not applicable to these students, that Asian students are generally not as well adjusted relative to Western students, and that the amount of support available from Japanese sources is not necessarily facillitative of adjustment. This paper provides a summary of existing research and gives some directives on future investigations.

DOI： 10.18999/bulfep.36.139

CiNii Books

Other Link： http://hdl.handle.net/2237/3801

Comparing attitudes toward divergent thinking of managers and non-managers before and after training

Basadur Min, GRAEN George B., TAKAI Jiro, WAKABAYASHI Mitsuru

Japanese Journal of Administrative Science Vol. 4 ( 1 ) page： 19 - 27 1989

Publisher：The Japanese Association of Administrative Science

A field experiment compared managers'(n=90) and non-managers'(n=66) attitudes toward divergent thinking before and after training in a three phase process of creative thinking emphasizing problem finding as well as solving and implementing. The mediating effect of personal creative problem solving style was also measured. The sample was comprised of a variety of functional specialties, hierarchicalevels and organizations. Before training, managers were lower in tendency for premature convergence but non-managers were higher in preference for active divergence. After training, both groups had improved both attitudes and between-group differences were no longer statistically significant. The manager and non-manager groups were found to have different distributions of creative problem solving style. For managers, the dominant style was conceptualizor and for nonmanagers it was generator. Among both groups, training benefitted participants with the optimizer style the most in improving the two divergent thinking attitudes.

DOI： 10.5651/jaas.4.19

CiNii Books

Receptivity of Japanese managers to creative problem solving experiential training

BASADUR Min, WAKABAYASHI Mitsuru, TAKAI Jiro

Japanese Journal of Administrative Science Vol. 4 ( 2 ) page： 75 - 82 1989

Publisher：The Japanese Association of Administrative Science

A field experiment investigated the effects of training on Japanese managers' attitudes toward divergent thinking. An experimental group (n=60) of managers underwent practice- oriented experiential training in creative problem solving. Two control groups underwent placebo treatments. The first (n=15) was comprised of Japanese university faculty and graduate students who participated in an abstract discussion. The second (n=47) was comprised of Japanese assistant managers who experienced training in an unrelated subject. The three groups were measured before and after training on attitudes toward two aspects of divergent thinking: active divergence and premature convergence. The experimental group showed significant gains on both measures versus both placebo control groups. Compared to North American managers from similar studies, the Japanese managers appear to be at least equal on both attitudes in mean score and in gains made after training. This research indicates that applicability and receptivity of paradigms and methods of training in creativity and innovation may be at least as strong in Japanese business and industry as in North America. Also the Japanese translations of the two measures developed and used for the first time in this study appear to be good replicas of the English language versions. Some interesting differences between the two attitudes in gains after training and between the groups before training are identified as opportunities for future research. Potential mediators include Japanese cultural factors, profit versus non-profit organizational contexts, and different levels of responsibility.

DOI： 10.5651/jaas.4.75

CiNii Books

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