◆ Curricula of the International Graduate Program on Effective Utilization of Technology
in the Graduate School of Decision Science and Technology

1. Purpose of the course

This international graduate program focuses on the “Effective Utilization of Technology” and is targeting not only those who graduated from engineering departments but also those who studied managerial subjects, social sciences and humanity in universities. The course is intended to provide students with fundamental and practical knowledge and skills on utilizing various technologies, as well as concepts and approaches to applying them to new objects, issues and technology in order to contribute to sustainable development in the twenty first century.

2. Participating departments

Education programs of the course are designed by the collaboration of the following five departments in the Graduate School of Decision Science and Technology and the Graduate School of Innovation Management:

・Department of Human System Science,

・Department of Value and Decision Science,

・Department of Industrial Engineering and management,

・Department of Social Engineering, and

・Department of Innovation.

3. Rules and requirements for the course

For the master degree, the following requirements must be met:

・10 credits from the Category I: “Technology”;

・14 credits from the Category II: “Utilization of Technology for Business Resources”;

・4 credits from the Category III: “Application Objects of Technology”;

・Credits of Workshop, Seminar, Exercise and Colloquium in each semester; and

・Master thesis.

For the doctoral degree, the following requirements must be met:

・10 credits from the Category I: “Technology”;

・14 credits from the Category II: “Utilization of Technology for Business Resources”;

・4 credits from the Category III: “Application Objects of Technology”;

・Credits of Workshop, Seminar, Exercise and Colloquium in each semester;

・4 credits of the Off-Campus Project (I or II); and

・Doctoral dissertation.

4. List of subjects provided in English

Category I: “Technology”

Those subjects are provided by other International Graduate Programs.

Category II: “Utilization of Technology for Business Resources”

【Management of Technology】

Classes	Credit	Lecturers	Semester	Remarks
Institutional Management of Technology No.1	2-0-0		Spring
Institutional Management of Technology No.2	2-0-0	Prof. C. Watanabe, et al.	Autumn
Technology Policy Systems	2-0-0	Prof. C. Watanabe	Autumn
Strategic Management of Technology	2-0-0	Prof. K. Miyazaki	Spring
Strategies and Systems of Innovation	2-0-0	Prof. K. Miyazaki	Autumn
Corporate Management and Intellectual Property Activities	2-0-0	Assoc. Prof. Y. Tanaka	Autumn	Even year: in English, Odd year: in Japanese

【Utilization of Technology】

Classes	Credit	Lecturers	Semester	Remarks
Business Information Systems Project	2-0-0	Prof. J. Iijima and Assoc. Prof. D. Senoo	Spring	Even year: in English, Odd year: in Japanese
IT Investment and Digital Organization	2-0-0	Prof. M. Hirano	Spring	〃
IT and management	2-0-0	Prof. M. Hirano	Autumn	Even year: in Japanese, Odd year: in English
Quality Management	2-0-0	Prof. H. Osada	Autumn	Given in even year
Information Technology for Organizational Strategy	2-0-0	Prof. K. Higa	Autumn
Colloquium for Strategic Management	1-0-0	Prof. H. Yasuda	Autumn
History of Science in Regional and National Contexts	2-0-0	Assoc. Prof. M. Kaji	Spring
Advanced Course of Mathematical Logic	2-0-0	Prof. T. Waragai	Spring
Presentations skills	2-0-0	Prof. S. Mayekawa, et al.	Spring
Transdisciplinary Collaboration Practice	0-0-2	Prof. J. Iijima and Assoc. Prof. D. Senoo	Autumn
Ergonomics for Organization and Systems Design	2-0-0	Prof. K. Itoh	Autumn
Distribution Channels	2-0-0	Assoc. Prof. Sulin CHUNG	Spring

Category III: “Application Objects of Technology”

Classes	Credit	Lectures	Semester	Remarks
Product Design and Human	2-0-0	Assoc. Prof. H. Umemuro	Spring
Organizational Design for Planning	2-0-0	Assoc. Prof. T. Sakano	Autumn
Business in the Net-Society	2-0-0	Assoc. Prof. D. Senoo	Autumn	Even year: in Japanese, Odd year: in English
Public policy and project valuation	2-0-0	Prof. N. Hidano	Autumn
International Institutions	2-0-0	Assoc. Prof. K. Kanie	Spring
A Comparative Study of Modern Japanese Culture	2-0-0	Prof. Leith Morton	Autumn
Advanced Theories and Practices of Urben Land Use Planning	2-0-0	Prof. Norihiko NAKAI	Autumn

Category IV: Obligatory Subjects

1) Workshop

Classes	Credit	Lectures	Semester	Remarks
Decision Science and Technology International Workshop I	2 credits	Supervisor	Autumn
Decision Science and Technology International Workshop II	2 credits	Supervisor	Spring
Decision Science and Technology International Workshop III	2 credits	Supervisor	Autumn
Decision Science and Technology International Workshop IV	2 Credits	Supervisor	Spring
Decision Science and Technology International Workshop V	2 credits	Supervisor	Autumn
Decision Science and Technology International Workshop VI	2 credits	Supervisor	Spring
Decision Science and Technology International Workshop VII	2 credits	Supervisor	Autumn
Decision Science and Technology International Workshop VIII	2 credits	Supervisor	Spring
Decision Science and Technology International Workshop IX	2 credits	Supervisor	Autumn
Decision Science and Technology International Workshop X	2 credits	Supervisor	Spring

2) Seminar, Practical Exercise and Colloquium

Class	Credit	Lectures	Semester	Remarks
International Seminar in Decision Science and Technology I	0-1-0	Supervisor	Autumn
International Seminar in Decision Science and Technology II	0-1-0	Supervisor	Spring
International Practical Exercise in Decision Science and Technology I	0-0-1	Supervisor	Autumn
International Practical Exercise in Decision Science and Technology II	0-0-1	Supervisor	Spring
International Colloquium in Decision Science and Technology I	1 credit	Supervisor	Autumn
International Colloquium in Decision Science and Technology II	1 credit	Supervisor	Spring
International Colloquium in Decision Science and Technology III	1 credit	Supervisor	Autumn
International Colloquium in Decision Science and Technology IV	1 credit	Supervisor	Spring
International Colloquium in Decision Science and Technology V	2 credits	Supervisor	Autumn
International Colloquium in Decision Science and Technology VI	2 credits	Supervisor	Spring
International Colloquium in Decision Science and Technology VII	2 credits	Supervisor	Autumn
International Colloquium in Decision Science and Technology VIII	2 credits	Supervisor	Spring
International Colloquium in Decision Science and Technology IX	2 credits	Supervisor	Autumn
International Colloquium in Decision Science and Technology X	2 credits	Supervisor	Spring

3) Off-Campus Project

Class	Credit	Lectures	Semester	Remarks
Decision Science and Technology International Off-Campus Project I	4 credits	Supervisor	Autumn
Decision Science and Technology International Off-Campus Project II	4 credits	Supervisor	Spring

In addition to the above-listed subjects, students are recommended to take classes of relevant subjects given in Japanese. Some of these classes may be admitted to include credits as either Category I, II or III. In this case, a student should be consulted by his/her supervisor or department head.

5. Descriptions of subjects

■Institutional Management of Technology No.1 and No.2 (SIMOT-1 and -2)

No.1: Spring Semester (2-0-0), No.2: Autumn Semester (2-0-0)

Prof. Chihiro WATANABE, et al.

I. Objectives

This is the core course as part of the strategic education and research program in the 21^st Century COE, “The Science of Institutional Management of Technology: SIMOT.” The SIMOT is aimed at elucidating the co-evolutionary mechanism between innovation and institutional systems (or social soil for nurturing innovation).

During the course, students are exposed to intangible “system”, “subtlety” of the real world co-evolution dynamism between innovation and institution (particularly, co-evolution unique to Japan) and its “pitfalls” experienced and sensed by incumbent business leaders or co-evolutionary workings as seen from different academic disciplines. Students are expected to understand and digest the workings of the dynamism and attempt to systematize, visualize and operationalize it.

The course contents are requisite for future SIMOT researchers and business leaders, being primarily designed for doctoral students. If there are too many prospective students, doctoral students studying subjects/fields with certain relevance to industrial engineering & management and/or MOT are given priority and/or a selection may take place.

SIMOT-1 is relatively more theory-oriented and SIMOT-2 is more practical application-oriented. It is recommended that SIMOT-1 be taken prior to SIMOT-2. But the course is so constructed that SIMOT-2 could be taken first without serious inconvenience.

Lunch time will be used as supplementary time and students are expected to be so prepared.

II. Contents

1.

2. Basic concepts, applications and approaches of SIMOT

3.

4.

5.

6.

7.

8. About 18 real-world cases and perspectives from different academic disciplines

9.

10.

11.

12.

Colloquium (presentation and intensive Q&A)

13.

14.

■Technology Policy Systems

Autumn Semester (2-0-0)

Prof. Chihiro WATANABE

I. Objective

Focus on the comprehensive and empirical analysis of the theoretical framework and practical effects of a dynamism between policy, institutions and firm’s strategy for inducing industry/firm’s technological innovation.

II. Contents

1. Turning point

(1) Japan’s economic development trajectory after the 2^nd world war

(2) Turning point of Japan’s industrial technology (1966, 1978-80, 1992, 2001)

(3) Inducing mechanism of the Government policy (Hitting the turning point)

(4) Role and significance of Visions

2. Trade-off

(1) Trade-off between R&D investment and manufacturing investment

(2) Rate of return to R&D investment- Base of firm’s optimal investment decision

(3) Measurement of Internal Rate of Return to R&D Investment (IRR) and factors governing IRR

3. Timing

(1) Optimal timing of R&D program

(2) Evaluation of the timing for undertaking R&D project

(3) Evaluation of the return of R&D project

4. Target

(1) Role of national R&D program

(2) Systems option for sustainable development

(3) Target identification

(4) Consensus gaining towards the identified target

(5) National industrial technology strategy

(6) Basic strategy for IT

5. Tie-ups

(1) Rationale of the tie-ups

(2) Root of the tie-ups: Engineering Research Association (ERA)

(3) Background of the enactment of the Law for ERA

(4) Consortia and its variation

(5) Organization of the tie-ups

(6) Evaluation of the tie-ups

6. Trajectory

(1) Japan’s national industrial technology strategy - Review and trajectory

(2) Optimal investment trajectory

(3) Optimal R&D investment control model

(4) Optimal R&D investment trajectory in Japan’s manufacturing industry

■Corporate Management and Intellectual Property Activities

Autumn Semester (2-0-0) Even year: in English; Odd year: in Japanese

Assoc. Prof. Yoshitoshi TANAKA

I. Objective

The role of intellectual property is to protect our own technologies with exclusive rights against competitors not to participate in our business area, strengthening our business competence. However, the intellectual property activities shall not only be limited to obtain such exclusive rights but also be expanded into all IP related activities, as they are contribute to our business growth. Therefore, IP activities shall be positioned close to corporate management strategy, and linked to the achievement of corporate objectives. In this class, first we share the minimum knowledge on business management, and also we understand what the IP activities are. As a group discussion, we will proceed with a specific business case in order to link the IP activities with corporate objectives. In addition, we learn what kind of IP related activities shall be done in other functional department, such as Marketing, R&D, Production, HR, Financing, etc.

II. Contents

・Introduction, Intellectual Property

・Business management basic

・Intellectual property Activities from the views of the business management

・Break down the objectives of IP department from corporate objectives

・Case study to link IP activities with corporate objectives

・Group discussion on the case study

・IP management in Marketing, R&D, Production, HR, Financing, etc.

・Summing up of Corporate Management & Intellectual Property Activities

III. Reference

・Andy Gibbs and Bob DeMatteis, “ESSENTIALS of Patents”, John Wiley & Sons, Inc.

・Alexander I. Poltorak and Paul J. Lerner, “ESSENTIALS of Intellectual Property”, John Wiley & Sons, Inc.

■Business Information Systems Project

Autumn Semester (2-0-0) Even year: in English, Odd year: in Japanese

Prof. Junichi IIJIMA and Assoc. Prof. Dai SENOO

I. Objective

The overall objectives of this course are to investigate the nature and techniques of business information systems development project. Through a semester-long project, students will learn how to set and formulate a problem and a goal of the target system.

II. Contents

・Fieldwork experience

・KJ method

・Brain storming method

・Concept creation -Metaphor, Analogy, Model

・Presentation skills

・Project management

・Soft Systems methodology

・RAD

・IDEF

・ARIS

・Ericksson-Penker

■IT Investments and Digital Organisation

Spring Semester (2-0-0)

Prof. Masaaki HIRANO

I. Course Objective

Information technology (IT) has been radically changing the rules of competition and the way organisations, be it business, governmental or non-profit, serve their customers/constituents. To obtain the best possible benefits from IT investments, however, the organisation needs matching organisational capabilities. As most incumbent orgnisations currently do not necessarily have these digital organisational capabilities, they need to make organisational investments to match IT investments. The objective of the course is to explore the requisite organisational capabilities and possible strategies for traditional and/or established (mainly large) organisations to make a successful transition, so that they can exploit most of opportunities created by IT as well as leveraging their intrinsic strengths. Specifically, the course aims to help you in:

* Understanding required capabilities for digital organisations,

* Formulating strategies for the established organisations to exploit IT,

* Managing/leading transition process from an analogue organisation into a digital one, and

* Communicating with IT specialists

The course is not about IT businesses nor about cyber businesses per se.

Course prerequisites: Successful completion of “Information Technology and Management”, at least a few years work experience, and a reasonable level of English. If in doubt, consult me before registering. Also, you are expected to have completed basic courses in strategy and in orgnisation. If not, you should familiarize yourself with their concepts and tools by studying books such as:

Grant, R. (2007), Contemporary Strategy Analysis: (6th ed) Blackwell

Robbins, S.P.,and T.A. Judge (2008), Organizational Behavior Pearson

Roberts, J. (2004), The Modern Firm, Oxford University Press

II. Course Outline

Module I: INTRODUCTION

1. Does IT Matter?

2. Issues of IT Investments

Module II: DIGITAL ORGANISATIONS

3. Management of Digital Process

4. Technology Management

5. Alliance Management

6. Portfolio Management of Projects

7. Diversity Management

Module III: DIGITAL STRATEGIES

8. Adding an e-Channel

9. Creating a New Strategic Group: Redesign of Value Chain / Bundle

10. Adding New Businesses

11. Exploiting the Current Position

Module IV: SAP/R3 Exercise

12. Hands on Experience of ERP

Module V: MANAGING THE TRANSITION

13. Managing the Change Process

14. Learning Organisation

Module VI: CONCLUSION

15. Project Presentations

■Information Technology and Management

Autumn Semester (2-0-0)

Prof. Masaaki HIRANO

I. Course Objective

Information technology (IT) has been radically changing the rules of competition and the way organisations, be it business, governmental or non-profit, serve their customers/constituents. The objective of the course is to familiarize you to the recent developments of IT and its use in various facets of management. Specifically, the course aims to help you in not overestimating nor underestimating the potentials and implications of IT to the management of organisations, when making management judgement in strategic and/or functional issues.

Course prerequisites: As this is a foundation course in MIS (management information systems) and e-business, there are no prerequisites, other than your enthusiasm.

II. Course Materials

The course textbook is:

K.C. Laudon and J.P. Laudon (2006), Management Information Systems (9th ed), Prentice-Hall.

III. Course Outline

Part One: Organizations, Management and the Networked Enterprise

1. Chapter 1: Managing the Digital Firm

2. Chapter 2: Information Systems in the Enterprise

3. Chapter 3: Information Systems, Organizations, Management and Strategy

4. Chapter 4: The Digital Firm: Electronic Business and Electronic Commerce

5. Chapter 5: Ethical and Social Issues in the Digital Firm

Part Two: Information Technology Infrastructure

6. Chapter 6: IT Infrastructure and Platforms

7. Chapter 7: Managing Data Resources

8. Chapter 10: Security and Control

Part Three: Organizational and Management Support Systems for the Digital Firm

9. Chapter 11: Enterprise Applications and Business Process Integration

10. Group exercise

11. Chapter 12: Managing Knowledge in the Digital Firm

12. Chapter 13: Enhancing Decision Making for the Digital Firm

Part Four: Building and Managing Information Systems

13. Chapter 14: Redesigning the Organization with Information Systems

14. Chapter 15: Understanding the Business Value of Systems and Managing Change

Part Five: Conclusion

15. Presentations

■Quality Management

Autumn Semester Given in even year (2-0-0)

Prof. Hiroshi OSADA

I. Objective

Quality Management (QM) as management method to increase quality of product and “service is explained about its concept, methods and application.” “In addition, leading edge methods in QM for improving management quality such as” assessment method on management quality and strategic management by policy etc. are introduced and discussed through case studies.

II. Contents

1. Quality Management(QM) in corporate management

2. Concept of QM and History of QM

3. Quality Management System

4. Strategic Planning and QM(Strategic Management by Policy)

5. Quality innovation and creation of best practice

6. Case study(1): Quality innovation in Komatsu

7. Management Quality

8. Assessment method on Management Quality

9. Competitive advantage through QM

10. Case study(2): Quality management in Toyota

11. Case study(3): Business excellence through TQM at foreign Deming prize winner(India)

12. New Topics in QM

III. Evaluation

Two reports and group discussions are evaluated.

【Note】

This subject is held every two years at Tamachi campus and will start in 2008 (Autumn).

■Information Technology for Organizational Strategy

Autumn Semester (2-0-0)

Prof. Kunihiko HIGA

I. Objective

As the society shifting from the industrial society to the knowledge society, many organizations are facing the existing high-cost structure and inflexibility to respond to the drastic changes in their corresponding markets. In this class, a new organizational structure with high cost-performance and flexibility will be discussed. Particularly the use of information technology for organizational innovation and organizational restructuring will be studied. Also the role of information technology as a strategic business tool will be examined.

II. Contents

・Case study

・Organizational innovation

・Organizational restructure

・Strategic Information Systems

・Presentation skills

・Group work

・Brain storming

■Colloquium for Strategic Management

Autumn Semester (1-0-0)

Lecturer Hiroshi YASUDA

I. Objective

This course focuses on issues related to strategic alliances and M&A, which attract attention from strategic management perspectives in today’s business world. The goal of the course is to capture their overall pictures, through the understanding of their background, trend, theoretical basis, process, procedures, instructions, etc.

II. Contents

・Strategic alliances: background and trend

・Typical forms of strategic alliances and their theoretical basis

・Analytical framework of strategic alliances and case studies

・Process and procedures of strategic alliances

・Instructions for performing strategic alliances

・Planning and execution of M&A

・Practical techniques of M&A

■History of Science in Regional and National Contexts

Spring Semester (2-0-0)

Assoc. Prof. Masanori KAJI

I. Objective

This course intends to offer a survey of major environmental problems in the 20th century, while tracing the growth of environmental awareness and environmentalism in regional and national as well as global contexts.

II. Contents

A survey of major environmental issues since the mid-20^th century, focusing on the debates surrounding the Minamata disease Rachel Carson’s Silent Spring (1962), and the topical subject of global warming.

■Advanced Course of Mathematical Logic

Spring Semester (2-0-0)

Prof. Toshiharu WARAGAI

I. Objective

The standard system of predicate calculus will be discussed.

II. Contents

・Introduction to mathematical logic

・Propositional Logic: An Overview

・Semantic Consequence

・Some theorems of propositional logic (I)

・Some theorems of propositional logic (II)

・Predicate Logic: An Overview

・Structure and Validity

・Some theorems of Predicate Logic (I)

・Some theorems of Predicate Logic (II)

・Identity and Description (I)

・Identity and Description (II)

・Calculus of Names and Set Theory (I)

・Calculus of Names and Set Theory (II)

・Calculus of Names and Set Theory (III)

・Calculus of Names and Set Theory (IV)

Textbook: Delivered during the lectures.

Conditions: Average knowledge of mathematical thinking.

■Transdisciplinary Collaboration Practice

Autumn Semester (2-0-0)

Prof. Junichi IIJIMA and Assoc. Prof. Dai SENOO

I. Objectives

The objectives of this course are to connect the theories and knowledge that students have obtained at the School to real business practices. Each project team is assigned an actual issue faced by actual companies. Through group work, students will formulate the problems and recommend original solutions. After the final presentation, students will review the whole research process based on the feedback provided by the companies, and design further personal growth strategies.

II. Contents

・Orientation

・Teaming

・Research theme assignment

・Group work

・Interim Presentation

・Group work, second phase

・Final Presentation at the company

・Feedback

■Ergonomics for Organization and Systems Design

Autumn Semester (2-0-0)

Prof. Kenji ITOH

I. Objectives

This class aims at obtaining knowledge and skills about basics of ergonomics/human factors approaches and their applications to actual design of human-machine systems, work and organizations. Among various types of human functions with which people are working, we focus cognitive and mental processing rather than motor and muscular-skeletal functions. Contents covered in this class are largely divided into five categories: (1) Introduction to ergonomics, (2) Human cognition and perception, (3) Human-machine interaction and usability, (4) Human errors and risk management, and (5) Case studies applying ergonomic approaches.

II. Contents

・Introduction to ergonomics

・Methods in ergonomics

・Steps applying ergonomic approaches

・Human information processing

・Human perception

・Human cognition and memory

・Human-machine systems and interfaces

・Usability engineering

・Cognitive work analysis

・Human error

・Human reliability analysis and risk management

・Safety culture/climate

・Case study: Risk management in healthcare

・Case study: Interface design of train cockpit

■Distribution Channels

Spring Semester (2-0-0)

Assoc. Prof. Sulin CHUNG

I. Objectives

This course shows students how to design, develop, maintain and manage effective relationships among worldwide marketing channels in order to achieve sustainable competitive advantages by using strategic and managerial frames of reference. Our analysis of case studies focuses on distribution in Japan and strategic issues of international retailers.

II. Contents

･　Introduction to Marketing Channels

･　Segmentation for Marketing Channel

･　Channel Flows

･　Design Channel Power

･　Managing Conflict to Increase Channel Coordination

･　Strategic Alliances in Distribution

･　Vertical Integration in Distribution

･　Retailing/ Wholesaling

･　Franchising /Logistics and Supply Chain Management

･　Case Studies

■Product Design and Human

Spring Semester (2-0-0)

Assoc. Prof. Hiroyuki UMEMURO

I. Objective

The purpose of this course is to explore the possibilities in product design which incorporate the various viewpoints of human users. Subjects include field study of users daily activities, usability engineering, funology, aesthetics, and final design proposal.

II. Contents

- Field study: observe your users

- Usability engineering

- Universal design

- Funology

- Aesthetics and Technology

- Design workshop

- Design proposal

■Organizational Design for Planning　(Lecture Open in Even Year)

I. Lecturer:

Tatsuro Sakano, Associate Professor, Department of Social Engineering.

II. Purpose:

The first purpose of this course is to give students an insight to evaluate critically the validity and relevance of organized decision making and collective action called planning. By doing so, the course also aims at developing student’s capability to design and manage constructively the planning process and the organization in public domain.

III. Course Description:

The limitation of objectivism and instrumental rationality in solving value conflicts and in overcoming limited rationality casts doubts on the efficiency and the legitimacy of modernistic style of planning and organization. The development of planning theory and organizational design for the last half century is a result of exploration of the alternative mode of rationality. It is also a search process to formulate a new conception of public governance and to design a new institution which facilitates solving collective action dilemmas. The course starts with the comparison of different procedural styles of planning and the corresponding modes of rationality. Then discussion expands to the issue of public governance and collective action dilemma, which leads to debates on their political and ethical implications. Second half will focus on organization theory.

Course Outline

●Fist half on Planning Theory　

Week11: Introduction: Overview of Planning and Organization Theory

Week12: Advocacy versus Positive Science

Week13: Incrementalism versus Rational Decision Making

Week14: Political Thought and Mode of Planning

Week15: Collective Action Problem and Planning

Week16: Social Capital and Institutional Performance of Democratic Reform

Week17: Discursive Design of Planning and Redesigning Democratic Institution

Second Half on Organization Theory

Week18: Bureaucracy and Taylorism

Week19: Socio-Psychological Consequences of Taylorism

Week10: Intrinsic Motivation and Team Management

Week11: Decentralized Structure and Diversification Strategy

Week12: Contingency Theory of Organization 　　

Week13: Beyond Paradox of Hierarchy

Week14: New Public Management and Beyond

■Business in the Net-Society

Autumn Semester (2-0-0) Even year: in Japanese, Odd year: in English

Assoc. Prof. Dai SENOO

I. Objective

Technology plays a critical role for organizations to adapt themselves to the net society where the speed and scale of organizational competition have significantly increased. In this class, organizations’ various ways to cope with the net society will be discussed.

II. Contents

・Business creation by using IT

・Organizational restructuring by using IT

・Virtual organization and virtual team

・Basic concept of E-commerce (real vs. virtual commerce)

・Success factors of E-commerce (existing factors and problems)

・Analysis of success and failure (case study)

■Public policy and project valuation

Autumn Semester (2-0-0)

Prof. Noboru HIDANO

I. Objective

I intend to offer you the essence of cost benefit analysis and valuation methods for public policy and projects including revealed preference techniques for non-market goods, ordinal estimations for market goods and stated preference methods, such as contingent valuation, in environmental and ecological economics.

II. Schedule

Introduction

Cost benefit analysis

Expenditure functions and several measures

Benefit estimation methods

Contingent valuation methods and incentive compatibility

Problems of travel cost approach

Hedonic analysis and capitalization theorem

Hedonic econometric estimations

Several examples

Text: Hidano, N. (2002). The Economic Valuation of the Environment and Public Policy: A Hedonic Approach, Edward Elgar

Note: it is important for students who take this lecture to have basic knowledge in undergraduate micro-economics.

Office: W9-628

Office hours: about 30 minutes after each lecture

■Advanced theories and practices of urban land use planning Autumn Semester (2-0-0)

Autumn Semester (2-0-0)

Prof. Norihiro NAKAI

I. Objective

The objective of the lecture is to give basic information on urban land use planning and development in Japan for those students who are not familiar with them. Students are asked to contribute to the lecture by presenting comparative view of planning issues.

II. Schedule

Introduction

Modern history of Japanese urban planning

Japanese planning system and current issues

Urban development in Japan

Urban design in Japan

Please note that this lecture will be provided in an intensive form in January or February. The precise timing of the lecture will be determined in November. Those students who would like to participate the lecture are asked to contact Prof Nakai through e-mail right after the semester begins.

Text: Relevant materials will be provided in each lecture.

Office: W9-507

Office hours: about 30 minutes after each lecture