鉄鋼業の過剰能力はどこにあるのか？―世界，東アジア，中国― (original) (raw)
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1999
Kyoto University (京都大学)0048新制・課程博士博士(人間・環境学)甲第7919号人博第62号10||144(吉田南総合図書館)新制||人||15(附属図書館)UT51-99-G513京都大学大学院人間・環境学研究科文化・地域環境学専攻(主査)教授 吉原 久仁夫, 教授 海田 能宏, 助教授 水野 廣祐, 教授 阿部 茂行学位規則第4条第1項該
イリノイ製鋼社における安全委員会活動と雇用管理の近代化 : 1907-1916年
経営史学, 1994
The South Works of the Illinois Steel Company, a U.S. Steel subsidiary, created the safety committee as a main program of the organized effort in accident prevention in 1908. The primary objective of this essay is to describe and document that the company's safety activities on the shop floor level resulted in the labor management reform, and that these activities were led by the chief safety inspectors, more commonly known as “safety men, ” who insisted that the “human factor” was a contributing element in accident occurrence. The safety men faced the same problems that employment managers would have to treat, and shortly realized that no safety devices without improving the employment system seemed to be available to diminish industrial accident rates. In January 1913, the company set up the new managerial position of the Supervisor of Labor and Safety, which integrated both functions of the safety department and the employment department. Arthur H. Young was given charge of this supervisory work. At the same time, the safety men had expanded the scope of the safety committees, so that they organized “combined” committees, a new experiment for improving the relationship between foremen and immigrant workers. From their experience the safety men realized that the safety problem was one of labor management, that no progress in safety could be given without considering the human relationship of employers and employees on the shop floor, and that immigrant workmen were not “backward, crude and ignorant” and could be efficient actors in safety work. Safety men's recognition of this was the most important factor of the successful management reform. In later years, A. H. Young concluded that “one of the by-products of the safety movement” had been the growth of personnel management.
中国の安全保障政策におけるパワーと覇権追求 : 攻撃的リアリズムからのアプローチ (天児慧教授退職記念号 : 膨らむ中国・変わるアジア太平洋)
2018
This paper analyzes China s security policy and behavior by employing offensive realist theory. I deduce two hypotheses from this theory. First, the rising power along with hegemonic ambition is likely to increase its military spending at the expense of economic welfare. Second, the rising power attempts to expel other stronger powers from the region and expand its influence as widely as possible. The evidence of China s strategic behavior in the Post-Cold War era confirms these hypotheses. The growth rate of China s military budget has been higher than that of GDP for most of the period following the end of the Cold War. China also built and strengthened its maritime military power in order to deny the deployment of the U.S. navy in the Western Pacific. China s expansionist behavior has been more apparent in the South China Sea: It has been constructing military facilities in the Spratly Islands and the Paracel Islands. The regional hegemonic ambition of China has become so strong that Japan, the U.S., India and other Asia-Pacific nations should cooperate with each other as a mean of containing China s expansion to prevent China from dominating East Asia.