This book discusses the essence, concepts, techniques, and applications of business intelligence. It also explores different aspects of crisis management, knowledge management and knowledge sciences, the applications of business intelligence in contingencies and crises, environmental issues and group intelligence. The book is divided into three parts. The first part focuses on the significance of business intelligence, competition and intelligence, competitive information strategy, conflicts on patent issues, and the current state-of-the-art of business intelligence education in the US and France. The second part encompasses business intelligence and risk and crisis management, ecological issues and crisis management, business intelligence and knowledge management, and business intelligence as an organizational knowledge. The third part consists of case studies in business intelligence with special reference to the retail industry and the military arena. This part also focuses on applications of business intelligence. Finally, the book also envisages the future direction of knowledge information strategy. It will be of interest to students, academicians and people working in non-profit or non-government organizations
The regulations on gaikoku-hô jimu bengo-shi (foreign lawyers) set up a system which allows a person who is entitled to practice before the court in another country to take on certain judicial assignments in Japan that involve the law of that country. The per-mission is given without further examination in Japan and is based on the qualification that was obtained in the country that entitled the person to practice before the court (hereafter "country of primary qualification").Since about 1977, American and British lawyers have tried to gain a foothold in Japan. They applied for permission from the Japanese Ministry of Justice to get registrations as lawyers settled in Japan and to open law offices there. But the ministry and the Japanese Association of Lawyers (Nichibenren) denied those applications with reference to Art. 72 of the Japanese Lawyer's Law. In accordance with Art. 72, a person who is not qualified properly cannot work as a practicing lawyer. But foreign countries exerted very strong pressure, which forced the Ministry of Justice and the Nichibenren to relent. Subsequently, a legislative program was started that can be divided into three stages.First, the gaikoku-hô jimu bengo-shi law was put in force in 1987. Its main contents were the reciprocity principle; the competence of the Nichibenren to register and con-trol the gaikoku-hô jimu bengo-shi; the restriction of the gaikoku-hô jimu bengo-shi's sphere of activities to matters concerning the law of the country of primary qualification; the interdiction of a permanent employment of Japanese lawyers and of a joint law office with Japanese lawyers; the requirement of a minimum vocational experience of five years; and the prohibition against naming the foreign gaikoku-hô jimu bengo-shi's office after the foreign law firm.Second, the law was liberalized in 1995 because of new demands on the part of the U.S. and the EU. Among other innovations, the reciprocity principle was weakened; the requirement of a minimum vocational experience was loosened; the law office could now be named after the foreign law firm, provided that a name annex eliminated the risk of confusion; and specific joint enterprises were admitted as an exception from the interdiction of a permanent employment of Japanese lawyers. A partial audit in 1996 made it possible to authorize gaikoku-hô jimu bengo-shi for international arbitration proceedings in Japan.Third, a cabinet program aiming at further liberalization led to the reform of 2003. The interdiction of a permanent employment of Japanese lawyers by a gaikoku-hô jimu bengo-shi or his/her shared office was completely abolished. Instead, a gaikoku-hô jimu bengo-shi is not allowed to give operational orders concerning judicial matters outside his/her remit to the Japanese lawyer he/she has employed or works with.But critics of the reform fear that it will lead to a growing number of Japanese lawyers who belong to a foreign partnership in Japan. Those lawyers might build lobby groups and might, for instance, exert influence on the club rules of the Nichibenren. The author concedes that this development is inevitable, but points out that the exist-ence of lobby groups helps democracy to bind divergent opinions. He also thinks that those lawyers will never constitute the majority of Japanese lawyers, so that an inter-ference in the independence of Japanese law societies is not to be feared.Another possible consequence pointed out by critics is the rising level of lawyers' salaries resulting in higher lawyers' fees. But the author trusts in the stabilization through supply and demand in a competitive market like Japan. In the event of an enormous rise, though, he recommends a legislative limitation.However, the author shares concerns that the role of lawyers might change. The nature of the profession of a lawyer is seen differently in the U.S. and Japan. An American business lawyer has a very free and creative way of interpreting law. In Japan, however, a lawyer is an independent judicial organ who may not dispose of that independence by crossing the border of formal interpretation of law. That is why, according to the author, the employment of American business lawyers should not prevail.In general, the situation has improved considerably because of the recognition of gaikoku-hô jimu bengo-shi. In Japan, there is a lack of liaison lawyers. Compared to the U.S., the number of lawyers is very low, both in total numbers (there are 51 times more lawyers in the U.S.) and in relation to the total population (there are 21 times more lawyers in the U.S. per capita). This shortage might be covered by a higher number of gaikoku-hô jimu bengo-shi. The author points out a few aspects that are to be considered. The reciprocity principle should not be acknowledged; the competence of the Nichibenren to register and control the gaikoku-hô jimu bengo-shi is to be guarded; their competence should be restricted to cases that involve the law of the country of primary qualification; and it should be forbidden for foreign lawyers who are not registered with the Nichibenren to take on judicial assignments (misconduct according to Art. 72 Japanese Lawyer's Law). In order to ensure their necessary qualification, the author recommends that the Nichibenren should make it a condition for registration that foreign lawyers take part in seminaries about the basic principles of Japanese law.(The Editors)
"Natural disasters, instability in the finance and banking sector, widespread social protests, and other crisis situations have increasingly become the focus of public attention. With the growing visibility of such events, accelerated by the rise and proliferation of social media, the study of risk and crisis management in the Internet age is of vital importance. Uncertainty and Catastrophe Management is a clear and comprehensive guide to a variety of crises, and seeks to offer practical advice on how best to avoid them, minimize loss and damage once they have occurred, and how best to recover from these situations. The book examines 104 cases that run the gamut from natural disasters such as the 2011 Tōhoku earthquake and tsunami, to social movements like the Ukrainian protests in 2013, from the Syrian Electronic Army's cyber-attacks, to the reputational damage to firms in the wake of a corporate scandal. This book is a revised and expanded edition of Akira Ishikawa and Atsushi Tsujimoto's book, Risk and Crisis Management: 101 Cases, and explores a number of recent events. It draws on the expertise of the contributors to the volume to create a well-rounded book that will benefit professionals, academics, and the general public alike. In particular, safety professionals, public management professionals, CEOs, CIOs, students and researchers will appreciate its pragmatic approach to dealing with and recovering from crises in the interest of long-term survival and sustainability."--
1. How the internet is a useful crisis management tool -- 2. How communication technology must be harnessed in an emergency -- 3. How government response is crucial -- 4. How supplementary lifeline utilities must be developed -- 5. How voluntary support must be catered for -- 6. How to deal with psychological stress -- 7. Why ripple effects must be analysed -- 8. Why preparation for disaster must include basic precautions -- 9. What to do in the event of a tsunami -- 10. How to distinguish between tsunami advisories : warning and watch -- 11. The hospital's role in crisis management -- 12. Why hospitals must have continual access to water -- 13. How schools can be used as evacuation centers (1) -- 14. How schools can be used as evacuation centers (2) -- 15. How to get the injured to hospital -- 16. How to call an ambulance -- 17. How to deal with rumors -- 18. How to prepare for the breakdown of electrical substations (lifeline utilities) : an example from the Taiwan earthquake -- 19. How a disaster can be turned into a lesson -- 20. The mid-Niigata Prefecture earthquake (1) : how the media was unhelpful -- 21. The mid-Niigata Prefecture earthquake (2) : how to keep means of communication open -- 22. The mid-Niigata Prefecture earthquake (3) : why it is critical to restore a region's industry -- 23. The mid-Niigata Prefecture earthquake (4) : why there should be private insurance against earthquake damage -- 24. How to plan for evacuation during torrential rain -- 25. How to prepare for hazardous secondary effects -- 26. What we can learn from Hurricane Katrina -- 27. The great Sichuan earthquake : why wide-area-coverage evacuation centers are needed -- 28. Why everyone must take precautionary measures -- 29. Why we need to repeat simulated experiences -- 30. When knowledge is not enough -- 31. How knowledge acquired by experience is superior -- 32. What to do if a war breaks out while in a foreign country -- 33. What to do if you get caught in an emergency abroad -- 34. What to do if you get arrested while abroad -- 35. How to avoid terrorist bombing attacks -- 36. What to do if you find an intruder in your hotel room (1) -- 37. What to do if you find an intruder in your hotel room (2) -- 38. How to respond to a medical emergency abroad -- 39. Why analysis of real-life experiences are needed -- 40. How to prepare for emergencies on a routine basis -- 41. Why portable toilets are essential -- 42. How typhoon psychology is fatal -- 43. Why specific roles should be allocated -- 44. How specific roles should be allocated -- 45. How to deal with personal risk (1) -- 46. How to deal with personal risk (2) -- 47. How to prevent fires at home (1) -- 48. How to prevent fires at home (2) -- 49. How to ensure the safety of your infant -- 50. How to ensure water supply -- 51. How to maximize the use of flashlights -- 52. Why the need for self-insurance -- 53. How to deal with bankruptcy of financial institutions -- 54. How the lifting of payoffs ban has affected risk -- 55. What clothing and other personal effects are appropriate -- 56. What to do in an emergency when driving or using an elevator -- 57. Why the need to fall back on "self-help" when overseas -- 58. How spyware infects your computer -- 59. Why internet auctions are at your own risk -- 60. How to counter phishing fraud -- 61. How to protect yourself against credit card skimming (1) -- 62. How to protect yourself against credit cards skimming (2) -- 63. Why businesses should not neglect on-going training -- 64. Why a physical distribution system is necessary -- 65. How to compensate for an incomplete crisis management education -- 66. How effective life protection products could be developed -- 67. Why the need to develop next-generation disaster prevention technologies -- 68. How products could be developed in support of disaster response -- 69. What criteria to use in assessing a crisis -- 70. What are the crisis management efforts directed at? -- 71. How to maintain communication between operations staff, residents and specialists -- 72. Why the atomic industry must maintain ongoing dialog with its community -- 73. How the multi-faceted check system works -- 74. How indirect damages may far surpass your assumptions -- 75. How management can respond swiftly - the feed-forward mode (1) -- 76. How management can respond swiftly - the feed-forward mode (2) -- 77. How to predict disasters -- 78. How to establish a quick response setup -- 79. Why a backup system is needed -- 80. How to counter weaknesses in supply chain management -- 81. When reading the manual won't do -- 82. What is the crux of crisis management? -- 83. How the Kamban (Just In Time : JIT) system can be tweaked to support production -- 84. How managerial behavior matters -- 85. How to tap the know-how of security companies -- 86. How to protect your computers -- 87. How to guard against computer viruses -- 88. Why risk financing is an absolute -- 89. How office location affects crisis management -- 90. How to set the optimum security level of information systems -- 91. What lessons were learned from the Fukuchiyama line train derailment? -- 92. What safety measures and environmental policies should chemical companies adopt? - 93. How to deal with asbestos damage -- 94. How intellectual property infringement is spreading -- 95. How to secure food safety and information reliability -- 96. How the natural sciences, arts and social sciences can collaborate -- 97. How to make your investor relations work -- 98. What are the consequences of irresponsible media coverage? -- 99. How to prevent personal information leakage -- 100. Why the need for an informatics education towards problem-solving -- 101. How compliance should be reconsidered : organizations that comply with laws and regulations while satisfying ethical requirements considering autopoietic theory.
