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Business and Manager Development in Agricultural Corporations: A Case Study from Japan

  • Takashi SakaueEmail author
  • Yosuke Chomei
  • Teruaki Nanseki
Chapter
Part of the New Frontiers in Regional Science: Asian Perspectives book series (NFRSASIPER, volume 32)

Abstract

This chapter discusses business and manager development in agricultural corporations. First, the current situation of business development and innovation in large-scale vegetable farming is clarified. Then, the methods for human resource development are analyzed. As a result of this analysis, with regard to market adaptation and business development, it is pointed out that agricultural corporations have followed a business development process associated with market adaptation, consisting of a reaction to apparent demand, discovery of latent demand, and new demand creation. In addition, for business development, it is important for agricultural corporations to make continuous efforts to create customer satisfaction through the use of an “innovation triangle,” which is composed of production, process, and mind innovation. Then, the relations between manager development methods and management of risk and information are considered. Specifically, we describe a promotion framework according to job titles: from farm worker to process manager, production manager, farm manager, and eventually business manager. Moreover, we outline a risk management process that shows each individual’s role while experiencing a variety of information management tools. However, as employees are promoted, it becomes increasingly difficult for them to realize their full potential by simply learning the rules and procedures of their work. In becoming a candidate for positions like production manager, farm or department manager, or even general business manager, it is highlighted that, based on the employee’s determination and self-awareness, agricultural corporations can only provide different opportunities to accumulate various experiences and a good learning environment for the employee. In the future, we expect to conduct more case study analyses to obtain a basic knowledge to formulate a theory on business and manager development methods in agricultural corporations.

Keywords

Manager development Agricultural corporation 

Notes

Acknowledgments

This chapter is based our previous publication (Sakaue et al. 2016) and research results supported by JSPS KAKENHI grant number JP19H00960 and JP16K07901. The English translation was supported by Dr. Li Dongpo (Kyushu University) and Cactus Communications Co.

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Copyright information

© Springer Nature Singapore Pte Ltd. 2019

Authors and Affiliations

  • Takashi Sakaue
    • 1
    Email author
  • Yosuke Chomei
    • 2
  • Teruaki Nanseki
    • 2
  1. 1.Sakaue Co., Ltd.TakatsukiJapan
  2. 2.Faculty of AgricultureKyushu UniversityFukuokaJapan

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