Venture Review

To conclude, this study reveals three factors in the selection of Corporate Venturing Forms. Firstly, the scope of Corporate Venturing Form Advantage or Disadvantage directly influence the choice of Corporate Venturing Form. Secondly, the composition of new business area and utilizing resources （internal or external） are affecting the range of Corporate Venturing Form Advantage or Disadvantage. Thirdly, Corporate Venturing Form Context performs a factor which influences any choices of Corporate Venturing Form as a foundation which leads umbrella organization to a choice of Corporate Venturing Form.
Therefore, I would like to increase the solidity of my research by conducting my research, using multiple cases and quantitative research in the future.

Key words:Corporate Venturing, Joint Venture, Acquisition, Internal Development, Low Cost Carrier

This article discusses importance of corporate education in the corporate management. It deals with the case of Hoshi Pharmaceutical Corporation. The company developed nation-wide chain store in Japan. This article mainly focuses on Hajime Hoshi who founded the company. Analysis method is mainly based on business reports, company newsletters, books written by Hoshi, his biography, his analects and Hoshi University's history.
Hoshi moved to the United States and studied in Colombia University. After he returned to Japan, Hoshi founded pharmaceutical company which focused on producing over-the-counter drugs based on his experiences in the United States. Hoshi made it a stock company afterward. He spent many assets on advertising that attracted people's attention. He adopted enlightening education program for accelerating the growth of sales network.
Hoshi's education process was propelled under the concept that prioritizing development of human resources which takes long time and costs many assets. This effort played a major role in establishing corporate identity and expanding sales network which drove growth of the firm.

Key words: Chain store，Corporate identity

In this paper is intended to clarify the following through the case study of two home appliance venture businesses achieving the formation of a new market called a luxury electric fan（E-fan） almost the same time.
The common point between the two venture businesses is to create a new category called a luxury E-fan by replacing the blades and motors with "new technology" in order to improve "the quality of the wind". Among them, there were the following differences in thinking on the design of the two venture businesses. Despite the success of developing of multi-blade dual structure in new fan blade, BALMUDA stuck to the appearance design which resembles the existing E-fan from "Consideration for practicality". However, Dyson succeeded in eliminating the fan blade from the appearance by adopting the air induction technology, and the appearance design did not follow the dominant design because of the "radical change of meaning" of E-fan without blades.
In this paper also analyzed the subsequent business results of both venture businesses that adopted the same strategy in the new market formation process in mature markets. As a result, it was revealed that depending on whether dominant design was adhered to when entering the market, had nothing to do with the formation of new markets. But the subsequent product lineup development and management results are different.

Key words:mature market, luxury electric fan, new market formation process, design-driven innovation, dominant design

This study demonstrates that an entrepreneur's identity can serve as the foundation for the implementation of a business strategy and details the processes and mechanisms that impact the achievement of a sustainable competitive advantage.
To achieve this, a case study was performed on Yamamoto Precious Metal Co., Ltd. - which has a
competitive advantage in the field of dental metal materials in Japan - and the company's de facto
founder, Hirohisa Yamamoto. This study analyzes Yamamoto Precious Metal Co., Ltd. as a successful Assess, Design, Implement - Shared Mental Model (OADI-SMM), a framework that joins individual learning with organizational learning. This study identifies the content of individual learning undertaken by the entrepreneur, individual learning administered to employees, and organizational learning undertaken at Yamamoto Precious Metal Co., Ltd. The study also clarifies the connections between these three types of learning.
As a result, the study reveals that the entrepreneur's identity was created as a mental model through the entrepreneur's OADI cycle, and then developed into an organizational model, while being incorporated into a shared mental model. This not only influenced the individual learning undertaken by Yamamoto's employees, but also served as the foundation for organizational learning and organizational behavior. Furthermore, the company created a virtuous cycle in its use of the OADI-SMM, influencing its sustainable competitive advantage. This analysis of the successful case of Yamamoto Precious Metal Co., Ltd. was effective in clarifying the connection between individual learning and organizational learning created by a connection between the formation of an organizational identity and the implementation of the organization's strategy. However, there are limitations to the universal validity of the study, as it is a single case study with a high theoretical dependence on OADI-SMM.

Key words:Entrepreneurial Identity, OADI-SMM, Organizational Learning, Sustainable Competitive Advantage, Entrepreneurship