研究者詳細 - 高井　次郎

論文 - 高井　次郎

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Interpersonal competence: Assessing the assessment instruments 査読有り

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

Human Communication Studies 21 巻頁： 35-52 1993年

在日留学生に必要なソ-シャル・スキル

田中共子, 高井次郎, 神山貴弥

広島大学総合科学部紀要 4 理系編 ( 19 ) 頁： p87 - 99 1993年

記述言語：日本語出版者・発行元：広島大学総合科学部

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

その他リンク： http://ir.lib.hiroshima-u.ac.jp/00000635

Training effects on Japanese managers' divergent thinking attitudes 査読有り

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

International Journal of Intercultural Relations 16 巻頁： 329-345 1992年

Training effects on the divergent thinking attitudes of Japanese managers

Basadur M., Wakabayashi M., Takai J.

International Journal of Intercultural Relations 16 巻 ( 3 ) 頁： 329 - 345 1992年

記述言語：日本語掲載種別：研究論文（学術雑誌）出版者・発行元：International Journal of Intercultural Relations

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 18 巻頁： 31 - 61 1990年6月

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

Takai, J.

Human Communication Studies 18 巻頁： 31-62 1990年

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

Takai Jiro

Human communication studies 17 巻頁： 113 - 120 1989年6月

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

Takai, J.

Human Communication Studies 17 巻頁： 113-120 1989年

在日外国人留学生の適応研究の総括

高井次郎

名古屋大學教育學部紀要教育心理学科 ( 36 ) 頁： p139 - 147 1989年

創造的問題解決に対する態度と教育訓練後の態度変容

Basadur Min, GRAEN George B., 高井次郎, 若林満

経営行動科学 4 巻 ( 1 ) 頁： 19 - 27 1989年

出版者・発行元：経営行動科学学会

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

創造的問題解決訓練が日本人管理者の拡散思考に対する態度に及ぼす効果

BASADUR Min, 若林満, 高井次郎

経営行動科学 4 巻 ( 2 ) 頁： 75 - 82 1989年

出版者・発行元：経営行動科学学会

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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