NEWS

• 2025/07/03 イベント

  2025年度 産学協同アントレプレナーシップ教育プログラム講演会を開催しました

  

  2025年7月2日、立命館大学経営学部にて、元Google日本法人代表である村上憲郎氏をお招きし、産学協同アントレプレナーシップ教育プログラム特別講演会「生成AI時代を生き抜いていくためには」が開催されました。

  村上氏は、AI技術の目覚ましい進化と社会への影響について、ビッグヒストリー（138億年の人類史）を軸にしながら、壮大かつ軽快な語り口でご講演くださいました。現在のAIが切り拓く“Society5.0”と呼ばれる超スマート社会は、これまでの産業革命とは異なり、人類の知能の限界そのものを問い直すような転換点であることを強調されました。

  講演では、今の大学生が「昔の教育システムの最終ランナー」であるというユニークなたとえも飛び出し、会場の笑いを誘いました。すでにGIGAスクール構想のもとで育っている今の中学生世代が、AIを文房具のように使いこなし、本質的な課題への取り組み方を身につけつつある一方で、大学生は「どちらにも適応しきれない世代」としてAIと次世代との板挟みになる可能性がある──そんな危機的な状況を、笑いを交えながらも鋭く描き出した場面は、とても印象深いものでした。

  その上で私たち自身の大きな可能性に言及され、特に大学生のうちに「絶対にやっておいてほしいこと」と、「労働からの解放」が進む中で、人間にしかできない“問いを立てる力”や“創造性”こそがこれからの価値であると力強く語られました。

  生成AIの登場によって私たちの学び方・働き方が根底から変わる今、村上氏からの「ChatGPTやGeminiなどを使いこなすことは、もはや学生の必須スキル」というメッセージは、学生にとって強く響いたと感じます。

  
  

  ＊今回の講演会は経営学部の林先生とゼミ生の皆さんで運営されました。

  
  

• 2025/06/24 教育・研究

  Mathias Maul teaching on AI-Augmented Leadership Development

  

  
  

  
  

  The workshop with Mathias Maul was titled AI-Augmented Leadership Development. R+ students and three DJW members joined the workshop. Two of them by Zoom from Germany. During the workshop, Mathias Maul introduced himself as an organizational and leadership consultant with an academic background in linguistics and computer science. He also lectures at universities in Germany. He gave a presentation defining intercultural leadership and pinpointed on the trust issue and intercultural understanding that includes the awareness and emotions of the leaders.

  R+ students were briefed about the Inner Development Goals (IDGs), a model for self-development modeled in response to the UN Sustainable Development Goals. For self-improvement, methods such as trial & error, teaching, mentoring and coaching were named as options that help to improve leaders’ skills in the Being, Thinking, Relating, Collaborating and Acting categories of the IDGs. Mathias suggested that AI systems can facilitate this, are scalable and cheaper than human coaches. They should augment, not replace, human coaches. He referred to two of his articles pertaining to this topic that were published in 2024.

  After his presentation, he started group work. Student teams simulated team situations by consulting Large Language Models (LLM) acting as coaches to bring about possible solutions. Mathias also brought to the limits of AI and reminded the students to promote their critical thinking as well as their individual and intercultural competence development.

  
  

  
  

  Reporting the students’ impression and insights

  ⚫︎Yuma understood from Mathias’ introduction that mutual communication skills are required in many business settings. A comprehensive understanding is a key to finding appropriate solutions but often managers are not able to reflect sufficiently on the situation themselves.

  ⚫︎Minori found that GenAI is essential nowadays in our daily lives. She was surprised how this can provide managerial solutions when an individual leader experiences difficulties thinking for him- or herself.

  ⚫︎Manami stated that in most of her other classes, students are told not to use AI. Thus, she found it refreshing and enjoyable to do group work using AI in this workshop with a professional management coach. Using AI sparked a lot of creative ideas and helped students explore different perspectives quickly.

  
  

  Students found that Mathias’ lecture was very engaging. His gestures and interactive teaching style kept them focused and involved throughout the session. Manami found that it made her realize how effective communication can enhance learning and collaboration, especially in an intercultural context.

  ⚫︎Yusaku found that Mathias Maul's workshop was insightful and engaging. He was impressed by his focus on self-awareness in leadership, especially how our inner thoughts affect communication. One key takeaway was the importance of understanding personal narratives and how they influence our actions in diverse environments.

  
  

  
  

  Will AI be helpful to become a good leader in the intercultural workplace?

  ⚫︎Yusaku and other students realized that AI could support leadership in intercultural settings by helping with translation, communication analysis, and cultural insights. However, true leadership also requires empathy and human judgment, which AI cannot fully replicate.

  So, AI is a useful tool, but not a replacement for human skills. All students were experimenting with AI software and Momo found that AI never asked about the people’s personalities in her simulation. She understood that it is required for a good leader to understand each person’s personality and the situation. Only then is it possible to lead people. Therefore, AI can be only a support tool helping to observe options to win better awareness of a situation.

  
  

  
  

• 2025/03/25 教育・研究

  2024年度 研究成果表彰制度の結果について

  

  立命館大学経営学部・経営学研究科では、国際的な視野を持った研究を進めています。特に研究成果（論文）の国際発信や学会賞受賞の対象となる図書・論文の発信は、学部および大学院教育の質的充実を図る土台となるものと考えており、この度、2024年度に特に優秀な成果を収めた以下の教員を評価・表彰し、木下明浩学部長・研究科長より賞状が授与されました。

   

  【制度の概要】

  （1）対象教員：本学経営学部専任教員

  （2）対象成果（氏名は申請日順）

  　1) 研究成果（論文）の国際発信（要件：Scopus採録雑誌への論文採択）

  　優秀賞：⾦昌柱教授

  　奨励賞：横⽥明紀教授、堀井悟志教授、何格尓准教授、笵鵬達准教授、⽯井隆太准教授、菊盛真衣准教授、⾕川智彦准教授、東健太郎教授、苗苗准教授、宮⽥幸子教授、森祐介准教授、猪⼝真大教授

  2) 学会賞受賞表彰（図書・論文の受賞）

  　単著：植⽥展大准教授、⽯井隆太准教授

  　論⽂：寺崎新一郎准教授、⽯井隆太准教授、菊盛真衣准教授、⾦昌柱教授

• 2025/02/28 イベント

  「ManGeo国際シンポジウム：Management geography – VUCA, Green Economy and managerial practices」 3月17日OICにて開催します

  

  
  

  2025年3月17日OICにてManGeo国際シンポジウム「Management geography – VUCA, Green Economy and managerial practices」を開催します。

  
  

  ManGeoとは、Management Geography、経営地理学という新しい学問の分野について考える国際研究グループです。今回は、本学の国際共同研究推進プログラムの助成を受け、国内外の研究者を招聘し、経営地理学の課題、さらに経営地理学の視点からグリーンエコノミーと VUCAの世界が経営上の意思決定と実践に与える影響について議論します。また、立命館大学およびポーランドのウッチ大学の学生のeポスターによる研究発表もあります。

  現代社会での国際ビジネスを考える上でも大変有意義な知見を得られる機会ですので、みなさまもどうぞご参加下さい。（尚、本シンポジウムは3月19日～開催される日本地理学会春季大会のプレカンファレンスも兼ねています。）

   

  日時：2025年3月17日（月）10:00～18:00

  場所：OIC　C471

  使用言語：英語

  
  

  *プログラム詳細はチラシをご覧ください。

  
  

  
  

• 2025/01/31 教育・研究

  Dr. Lorenz Granath discussed relational spaces of education and employment

  

  Student learned from the guest speaker, Dr. Lorenz Granath, about the key differences of the German and Japanese educational system. Germany is basically oriented towards a vocational education, which covers the traditional vocational education to become a baker, a banker or office worker with working and learning in a company and additional vocational school once a week. 

  
  

  Vocational training is however even given in the university, as students must do up to six months internships in companies to get an idea what the later job life will be. Here they learn about the application areas of their studies. According to D. Lorenz the education in Japan is primarily done by companies and universities still function much more as selection organizations. In Germany it is important what you learned, for example engineering is equally good at most of the universities; in contrast in Japan, it is important where you learn because the ranking of the university opens later job opportunities. 

  
  

  

  --

  Chaeyoung found that Dr. Granath faces various challenges navigating between the German achievement-oriented culture and Japanese ascription-oriented norms. Student Jesus evaluated the guest speaker as “a renowned expert in science and industry, with extensive experience fostering cooperation between Germany and Japan”. Prof. Rolf D. Schlunze told students attending the Cross-cultural management research course that his adaptation to the professional business environment and his networking can be seen as crucial aspect of his success. 

  
  

  Yagiz found that Dr. Lorenz Granrath offered an in-depth comparison of the education systems in Germany and Japan, emphasizing how their cultural differences influence academic and professional paths. His lecture offered a comprehensive perspective on how education, culture, and industry intersect to shape career opportunities and the future of work.

  
  

  Miranda learned that a clear goal strategy in Germany (inner control) conflicts sometimes with blur aims and fexiblity needed in Japan (outer control). 

  
  

  Michael and Line stated that Dr. Granrath discussed the challenges and opportunities by Work 4.0. He emphasized lifelong learning, IT literacy, interdisciplinary thinking, and maintaining a healthy work-life balance important for adaptation to changing workplaces. A German subsidiary of a German organisation has the German expectations, however working in a Japanese organization confronted him with the different attitude there.

  --

  
  

  The students learned from Dr. Granrath, that networking with local entities who have international experience can provide an understanding but not necessarily job opportunities when power positions are rotating. Consequently, the job position of Dr. Granrath is quite specialized. He never got a job by applying through advertisements, but every job opportunity came from his network. Thus, Yagiz concluded that Dr. Granrath shed light on cultural and professional differences, such as Germany’s acceptance of job mobility versus Japan’s emphasis on group loyalty and stability. Students noticed the educational and professional differences but were not critical on the issues of compatibility of both educational systems, although the implications for their own career in Japan are obvious. Nevertheless, Emilio found that Dr. Granrath encouraged students “To get out of your comfort zone and embrace new challenges such as working in a job that is way different from your degree... If you take this path, you will surely face some kind of obstacles. But if you beat them, success is going to be waiting for you”.

• 2025/01/06 教育・研究

  異文化マネジメント論ゲストスピーカー招聘講義：『ダイキン工業のグローバルビジネス』

  

  
  

  2024年12月5日4時限目、異文化マネジメント論（担当：Schlunze）の講義にて、ダイキン工業の経営企画担当課長森田隆宏氏より、『ダイキン工業のグローバルビジネス』についてご講演いただきました。

  
  

  まず、ダイキン工業のグローバルビジネス展開について、2005年には47％だった海外事業比率が23年には85％まで拡大した、その背景、経緯、戦略について説明がありました。世界の各地域の課題とニーズに対応した技術や製品のためのグローバル開発体制の構築についても述べられました。

  また、環境貢献と事業拡大についてもお話があり、特に、EUのグリーンディールに関わるEU環境政策とヒートポンプ市場について、ダイキンのヒートポンプ事業の拡大についても説明していただきました。

   

  講演の概要は以下の通りです。

   

  1）企業のグローバル展開成功の鍵

    企業がグローバル展開で成功するためには、以下の要素が不可欠である。まず、現地市場への適応が重要であり、市場最寄り化による地域ニーズへの迅速な対応と、現地文化や消費者行動の深い理解が求められる。また、徹底した市場調査に基づく戦略的な製品開発や、競合との差別化を図る独自技術の活用も必要である。さらに、組織と人材の多様性を活かすことが競争力の向上につながる。現地人材の採用・育成を進める一方、異文化理解を促進することで、グローバル市場での対応力を強化できる。同時に、環境配慮型製品の開発を通じた持続可能な成長や、効率的なサプライチェーンの構築によるコスト削減が経営力と実行力を支える。また、技術革新やデジタル技術を活用することで、市場の変化に迅速に対応し、長期的な成功基盤を築くことが可能である。

   

  2）グローバルな環境問題と企業の対応

    環境問題や政府・地域の環境政策に対応するには、以下の戦略が必要である。第一に、環境負荷削減のための持続可能な製品や技術の開発、省エネルギーや再生可能エネルギーの利用、そしてリサイクル可能な設計の推進が求められる。これにより、環境保護と事業の両立を図ることができる。第二に、政策遵守と先取りを徹底し、各国の規制を的確に把握し、早期に対策を講じることで環境対応力を強化する。地域ごとの特性に応じた柔軟な対応が信頼構築につながる。さらに、環境政策を競争優位性として活用する視点も重要である。たとえば、ダイキン工業がR32冷媒の普及を通じて環境負荷削減を実現しながら市場を開拓した事例は、革新的な技術が新たなビジネス機会を生む好例である。最後に、CSRやESG投資を通じた社会的責任の遂行は、企業イメージを向上させ、持続可能な成長を促進する。これらの取り組みを一体的に進めることで、環境問題と事業成長を両立させることが可能である。

   

  　受講生は、企業のグローバル展開と現地化戦略、グローバル企業としての環境問題への責任と対応、そしてグローバル市場で成功するための異文化理解の重要性について多くを学ぶことができました。以下に学生の感想の一部を紹介します。  

  
  

   

  ●講義を通じた学びと感想

  
  

  ·         今回の講義では、特にタンザニアでのエアコンサブスクリプション事業のように、現地の課題（高額な初期費用や電力供給の不安定さなど）に対応する新たなビジネスモデルが示され、大変参考になった。これにより、現地の課題に根ざした戦略が持続可能な事業の鍵であることを実感した。また、現地に足を運び、消費者やパートナーとの密接な関係を築くリーダーシップと行動力の重要性を学んだ。

  ·         利益追求だけでなく、環境負荷軽減や社会への貢献を組み込む経営戦略が、企業の長期的な成長と社会的責任を両立させることを印象づけた。

  ·         ダイキン工業のグローバル展開事例からは、現地化戦略の重要性を学んだ。地域ごとのニーズに応じた製品開発や低温暖化冷媒、省エネルギー技術の導入を通じて、競争力と顧客信頼を向上させていることが理解できた。

  ·         異文化理解がグローバル市場での成功に不可欠であり、現地文化や規制、消費者ニーズを深く理解する必要性を再認識した。

   

  　ダイキン工業のグローバルて展開の成功は、現地化戦略、環境問題への対応、異文化理解という3つの要素が密接に絡み合っている点にあります。この講義を通じて、学生たちはグローバル市場で必要な具体的なスキルと視点を身につけてくれたと思います。この学びは、未来のグローバルビジネスリーダーとして成長するための大きな一歩となることでしょう。

  
  

   

• 2025/01/06 教育・研究

  50328:Cross-Cultural Management Research (BA) - Promoting the DJW in Japan by intercultural co-leadership

  

  
  

  
  

  
  

  50328:Cross-Cultural Management Research (BA) - Promoting the DJW in Japan by intercultural co-leadership

  At the Learning Studio C272 at Ritsumeikan University OIC international students presented their results from the interview with the managing director Ms. Anne Pomsel and the representative in Japan, Mr. Kazuya Yoshida, about their successful collaboration for the the DJW German-Japanese Business Association 日独産業協会. The DJW strives to create an interculturality that builds bridges between Germany and Japan for all members.

  
  

   

  Prof. Dr. Rolf D. Schlunze prepared international and domestic students for this event teaching the seven cultural dimensions proposed by Fons Trompenaars. These dimensions are not only used to distinguish cultural differences but are facilitated by THT consulting to prepare international managers for their intercultural workplace. The concept helped to evaluate the co-leadership case and contrast it with the case of an innovation manager holding out in Japan on his own. More than fourty students submitted an individual interview report showing what they learnt from the interviews with the guest speakers.

   

  

   

  
  

   Four focus groups were formed. They prepared to discuss a) Cultural Differences in Workplaces, b) Work-life Balance, c) Balancing Achievement and Collaboration and d) Flexibility & Relationships. The diverse group of international students from Europe, Asia and America was guided by Professor Schlunze to write-up a group report based on their interview results. Students presented their findings at an e-poster session held on December 12, 2024. Basically, they answered questions about how co-leaders were reconciling cultural dilemmas managing the association with cross-cultural competence.

   

  
  

  The best e-poster presented communicated the insight to respect needs and interests of co-workers in intercultural settings. The qualitative method applied produced a cultural profile showing that both leaders help each other to behave formally correct in each other’s society. Yoshida-san achieved high status through out his professional life as a banker, meanwhile Anne is on the achieving side but recognizing seniority and other characteristics of Japanese culture.

   

   

  During my Cross-Cultural Management Research course students demonstrated a strong ability to apply theoretical models to practical research. They worked on a project analyzing the cultural profiles of co-leaders in the German-Japanese Business Association, skillfully employing the Trompenaars-Hampden-Turner model. I guided student teams creating research tools such as semi-structured questionnaires, build a setting in the learning studio to conduct simultaniously interviews, and encouraged them collaborating effectively in a multicultural team. Those contributions were critical to their team success. Their findings earned them an invitation to present at the ManGeo Research Group pre-conference which will be a testament to their academic rigor and my educational efforts.

  
  

  Personal Statement of international student AKSOY [Jacks] Yagiz (nr1668sp) on the 2024 CCMR course

  Reflecting on my experience in Professor Schlunze’s Cross-Cultural Management Research lectures, I can confidently say it was one of the most engaging and thought-provoking classes I have taken during my exchange semester at Ritsumeikan University. Coming from an International Relations background, I found the course’s focus on the intersection of culture particularly compelling. Culture, as we explored, acts as a red thread that weaves through politics, history, and countless other dimensions of society. This perspective offered me a fresh lens through which to view global interactions.

  What stood out most was the course’s ability to delve into aspects of culture and society that we often overlook, especially in environments like business or policy. It pushed me to reflect on dimensions I might not have otherwise considered, all underpinned by rigorous academic research. This combination of depth and structure made the experience not only intellectually stimulating but also practically relevant.

  Yet, the real highlight of the course was Professor Schlunze himself. His enthusiasm and passion for the subject are unparalleled, even after over three decades of teaching. His energy and dedication to the topic brought the course to life and made every lecture engaging. It is rare to encounter someone so deeply invested in their field, and his spark truly made the experience unforgettable.

  Overall, this course has become a personal favorite from my time as an exchange student in Japan. It not only broadened my academic horizons but also deepened my appreciation for the role of culture in shaping our world.

• 2024/12/23 教育・研究

  三井住友フィナンシャルグループCEO中島達氏の公開授業を実施

  

  2024年12月19日（木）に、SMBCコンサルティング株式会社との協定講座「経営学特殊講義β(BB)」における公開授業を実施しました。本協定講座は、SMBCグループの業務戦略に学びながら、リテール（個人や中小企業を対象とする小口の業務）から先端的な金融実務まで、総合的な金融知識の習得を目指すものです。

   

  2024年度の第二弾となる今回は、三井住友フィナンシャルグループ 取締役 執行役社長 グループCEOの中島 達氏が初めて登壇され、「SMBCグループの戦略とみなさんへのメッセージ」をテーマに講演いただきました。

  

  冒頭には木下明浩学部長による講師紹介がなされ、授業の前半では、「SMBCグループの戦略」として、「最高の信頼を通じて、お客さま・社会とともに発展するグローバルソリューションプロバイダー」というグループのビジョンや、中期経営計画「Plan for Fulfilled Growth」の紹介とともに、経済的価値の追求や社会的価値の創造に、地球規模で取り組むことの重要性についてお話いただきました。

  
  

  授業の後半では、そういった戦略を実現していくために最も重要な経営資源は「人」であるとし、人や組織の力を最大限に引き出すための「人財ポリシー」や、社長製造業や副業・プロボノといった自己実現の場、文武両道を実践する大学生の挑戦を応援する仕組みの紹介がなされました。

  
  

  そして、「みなさんへのメッセージ」として、Integrity, Passion, Solidarity,といったキーワード、そして「突き抜ける勇気。」というスローガンとともに、真正面から正々堂々と挑戦し続けることが大事だという、ラグビー経験者である中島社長らしい激励のお言葉を頂きました。

  ＊上記資料は許可を得た上で掲載しています。

  
  

  
  

  終盤のQ&Aでは、理系から金融業界への就職やAI技術の活用、プロジェクトファイナンスやスタートアップ、世界における日本の強み等、受講生だけでなく当日聴講の学生からも様々な質疑が挙がり、授業終了後も活発な意見交換がなされていました。

  

  なお、本協定講座は2025年度も開講を予定しています。

• 2024/12/10 教育・研究

  DJW Workshop with invited professionals at Ritsumeikan OIC

  

  Negotiation Workshop

  A negotiation workshop was conducted with two experts, Professor William Baber (Kyoto University, Business School) and DJW member Ms. Angela Kessel (Director, Access Culture), who were invited by Ritsumeikan University as guest speakers. They provided guidance to twenty participants on the spot and a dozen who joined us online. Among them were many professionals experienced in international business; among them Tomoko Shimizu (Santem Pharmaceutical Co., Ltd), David Tiedemann (Panasonic Industry, Co.), Melanie Saxinger (Consulate General of the Federal Republic of Germany), Masayuki Kawane (Nippon Paint Corporate Solutions Co., Ltd.) and leading members of the German Japanese business association (DJW) such as Anne Pomsel, Kazuya Yoshida and Mathias Maul. The Negotiation workshop was held at Ritsumeikan University Osaka Ibaraki Campus (OIC) on 1st November 2024. Dr. Rolf D. Schlunze’s Cross-cultural management seminar students were interacting also with members of the DJW Working Group (AG) Intercultural Management guided by the co-leader Carsten Watanabe.

  After a short introduction by Prof. Dr. Rolf D. Schlunze and Ms. Aoi ONO (HR manager at Nippon Paint Solutions KK) the negotiation workshop was conducted by Professor Baber introducing a roleplay that aimed to create awareness about the need to negotiate diverse approaches to Work/Life balance. Ms. Kessel provided an understanding for the German Japanese workplace context. The participants were divided into five groups on the spot with two groups online. The groups were asked to discuss a critical incident where German employees demanded longer vacation in a Japanese workplace. The different perspectives on Work/Life balance were discussed by each group. Solutions were discussed by all participants while applying a constructive intercultural management perspective. Finally, a debriefing was conducted with all participants clarifying the challenges and outcomes of the negotiation process.

   

  
  

  
  

  Outcomes

  The roleplay was perceived as a successful training by the participants. The roleplay simulated difficulties in intercultural workplaces and participants were challenged to interpret the cultural differences finding solutions within their group. Constructive intercultural negotiation was exercised during the workshop.

  We reflected on the following questions in our Cross-cultural seminar: Why do Japanese have more problems to negotiate? What can be changed? How can learning made easier? During the Overseas study visit to Germany in 2009 one participant concluded “Japanese live to work. Germans work to live.” After more than one decade Japanese value set changed a lot and we need to ask if this statement is still true or not? We like to think about how interculturality need to look like when different approaches on Work/Life exists? How can work / life balance in a bi-cultural teams?

  
  

  

  
  

  Awareness of cultural differences

  Students discussed problems related to work/life balance in intercultural teams but eventually also issues like reimbursement for individual performance. Negative stereotyping or valuing without cultural understanding can endanger a successful negotiation process. Participants found that prejudging can stall discussions. Participants inspected the existing opinions and differences.

   

  Interpretation

  Balancing diverse cultural values in the negotiation process was most challenging. For the interpretation of these issues it was necessary to hold a professional attitude characterized by friendly and logical argumentation and careful listening to opinions. Emotional problems like the regret of being defeated by cultural dominance made it difficult solving problems and sustaining workplace harmony. Flexibility in the negotiation process with intentional purposes such as interculturality were rather helpful but rare. Awareness about cultural differences in terms of way / concepts / contextual aspects is an important foundation enabling actors to think about solutions. In the negotiation process between German and Japanese participants the awareness of different needs for harmony was very important.

   

  
  

  
  

  Solutions

  Listening carefully to the demands of the employees made possible a complementarity of different views resulting in decisions sustaining Work-Life balance. Students exercised to achieve mutual understanding but also realized their limits of adapting to another culture. Oral understanding does not always lead to the knowledge needed to find solutions. More important are the interpretations of problems. Creating cultural proximity by liking each other is a useful way to achieve a better solution. Students found that there is a need of repeating the training to prepare for the real intercultural workplace.

• 2024/12/06 教育・研究

  異文化マネジメント論 ゲストスピーカー招聘講義 「 日独ビジネスネットワークを広げるための建設的異文化経営戦略」開催報告

  

  
  

   

  　2024年10月31日4時限目の「異文化マネジメント論(BB)」において、DJW（日独産業協会）の駐日代表である吉田一哉氏より、

  『日独ビジネスネットワークを広げるための建設的な異文化経営戦略について』の講義が行われました。

  　今回の講義では、異なる文化的背景を持つ人々との信頼関係構築の重要性とそれに必要な能力について議論されました。具体的には適

  切な行動能力、効果的なコミュニケーション能力、そして相手を理解する能力が不可欠であり、これらの能力が異文化間で信頼関係を築

  き、国際的な環境で成功するための重要な要素であることが強調されました。また、日本が直面する現状の課題についても取り上げら

  れ、特に人口減少と少子化、縮小する社会での生活維持、若年層に希望を持たせる施策の必要性、賃金構造の改革や働き方の改善を通じ

  た経済成長の達成、食料・エネルギー供給リスクへの対応、労働者の意欲向上、さらには地政学的リスクを考慮したサプライチェーン再

  構築の必要性も示されました。さらに、世界共通の課題として、ロシア・ウクライナ戦争や中東での紛争の深刻化、米中の覇権争いによ

  る経済の「デカップリング」、資源・エネルギー供給の危機と価格高騰、それに伴うインフレ、米国の政治的不安定、そして中国経済の不

  振が世界経済に及ぼす影響についても議論されました。

  
  

  　●講義に参加した学生の気づきのまとめ

  　　・長期的に海外で働くためには、言語能力とコミュニケーションスキルが最も重要。特に、現地の公用語や英語の習得

  　　・異文化理解と適応力

  　　・信頼関係の構築、ネットワーキングのスキル

  　　・自己管理能力やストレス耐性、新しい文化や環境に柔軟に適応する力

  　　・日本および国際社会が直面する課題に対する対応策について意見をもつことが重要である、

  
  

  本講義を通して、学生は今後の国際社会で活躍するために必要な取り組みを学ぶことができました。