Kyushu University Academic Staff Educational and Research Activities Database
List of Papers
Hiroyuki Yamaguchi Last modified date:2019.05.30

Professor / Department of Psychology / Department of Human Sciences / Faculty of Human-Environment Studies

1. Takeru Miyajima, Hiroyuki Yamaguchi, I want to but i won't
Pluralistic ignorance inhibits intentions to take paternity leave in Japan, Frontiers in Psychology, 10.3389/fpsyg.2017.01508, 8, SEP, 2017.09, The number of male employees who take paternity leave in Japan has been low in past decades. However, the majority of male employees actually wish to take paternity leave if they were to have a child. Previous studies have demonstrated that the organizational climate in workplaces is the major determinant of male employees' use of family-friendly policies, because males are often stigmatized and fear receiving negative evaluation from others. While such normative pressure might be derived from prevailing social practices relevant to people's expectation of social roles (e.g., "Men make houses, women make homes"), these social practices are often perpetuated even after the majority of group members have ceased to support them. The perpetuation of this unpopular norm could be caused by the social psychological phenomenon of pluralistic ignorance. While researches have explored people's beliefs about gender roles from various perspectives, profound understanding of these beliefs regarding gender role norms, and the accuracy of others' beliefs remains to be attained. The current research examined the association between pluralistic ignorance and the perpetually low rates of taking paternity leave in Japan. Specifically, Study 1 (n = 299) examined Japanese male employees' (ages ranging from the 20 s to the 40 s) attitudes toward paternity leave and to estimate attitudes of other men of the same age, as well as behavioral intentions (i.e., desire and willingness) to take paternity leave if they had a child in the future. The results demonstrated that male employees overestimated other men's negative attitudes toward paternity leave. Moreover, those who had positive attitudes toward taking leave and attributed negative attitudes to others were less willing to take paternity leave than were those who had positive attitudes and believed others shared those attitudes, although there was no significant difference between their desires to take paternity leave. Study 2 (n = 425) replicated these results and further indicated that they could not be explained by the participants' needs to be socially desirable. Together, our findings suggest that pluralistic ignorance occurs in the context of taking paternity leave in Japanese men, and this leads to the low use of available paternity leave..
2. Kengo Nawata, Hiroyuki Yamaguchi, LiHua Huang, Anti-Japanese public attitude as conformity to social norm in China: Role of estimated attitude of others and pluralistic ignorance., 日本応用心理学会, 42, 16-24, 2016.09.
3. Hiroshi Takeshita, Seiji Okuaki, Mizuho Nakamura, Hiroyuki Yamaguchi, Analysis of the teamwork formation process in manufacturing problem-based learning (PBL), Japanese Journal of Educational Psychology, 10.5926/jjep.64.423, 64, 3, 423-436, 2016.01, Recently, fostering industrial engineers has become an urgent need in Japanese manufacturing. Although manufacturing problem-based learning (PBL) has been initiated increasingly in higher education, the process of the formation of teamwork has not been explicated, even though an explication is necessary for establishing an effective method of evaluating classes. The present study describes a theoretical model for explaining and forecasting the process of teamwork formation in problem-based learning in manufacturing, and tests the model with data collected from 13 engineering students (12 males, 1 female) at 6 colleges. Analysis of the data with a Modified Grounded Theory Approach resulted in 42 concepts. Teamwork formation in manufacturing problem-based learning consisted of 3 processes: manufacturing, teamwork, and skill accumulation, and 3 main characteristics: (a) members' skills are challenged in relation to each manufacturing process, so that the manufacturing process forced teamwork formation, (b) the teamwork process started from the development of a sub-team (in this research, different engineering courses), and resulted in either collaboration or isolation, and (c) when members worked for the purpose of manufacturing, they acquired skills as a derivative of their teamwork. The discussion critiques previously published studies and provides suggestions for higher education and human resource management..
4. Hiroyuki Yamaguchi, LiHua Huang, Kengo Nawata, Takeru Miyajima, Perceived Intention to Harm In-Group as Mediator of the Relation between Nationalism and Emotion., Advances in Psychology,, 5, 314-322, 2015.07.
5. Hiroyuki Yamaguchi, LiHua Huang, Kengo Nawata, Takeru Miyajima, Values and Hostile Intent Attribution to Out-Groups within China–Japan Relations: The Mediating Role of Perceived Threats. , International Journal of Psychological Studies,, 7, 97-107, 2015.07.
6. Kengo Nawata, Hiroyuki Yamaguchi, Toru Hatano, Mika Aoshima, Investigation of team processes that enhance team performance in business organization, Shinrigaku Kenkyu, 10.4992/jjpsy.85.13039, 85, 6, 529-539, 2015.01, Many researchers have suggested team processes that enhance team performance. However, past team process models were based on crew team, whose all team members perform an indivisible temporary task. These models may be inapplicable business teams, whose individual members perform middle- and long-term tasks assigned to individual members. This study modified the teamwork model of Dickinson and Mclntyre (1997) and aimed to. demonstrate a whole team process that enhances the performance of business teams. We surveyed five companies (member N = 1, 40.0, team N = 161) and investigated team-level processes'. Results showed that there were two sides of team processes: "communication" and "collaboration to achieve a goal." Team processes in which communication enhanced collaboration improved team performance with regard to all aspects of the quantitative objective index (e.g., current income and number of sales), supervisor rating, and self-rating measurements. On the basis of these results, we discuss the entire process by which teamwork enhances team performance in business organizations..
7. Kengo Nawata, Hiroyuki Yamaguchi, Perceived group identity of outgroup members and anticipated rejection: People think that strongly identified group members reject non-group members, JAPANESE PSYCHOLOGICAL RESEARCH, 10.1111/jpr.12061, 56, 4, 297-308, 2014.10.
8. Kengo Nawata, Hiroyuki Yamaguchi, Perceived group identity of outgroup members and anticipated rejection
People think that strongly identified group members reject non-group members, Japanese Psychological Research, 10.1111/jpr.12061, 56, 4, 297-308, 2014.10, Many studies of intergroup relations have examined the effects of group identity on various types of intergroup cognition and behavior. However, few studies have focused on the perceived group identity of outgroup members. This study examined the effects of perceptions of outgroup identity on anticipated rejection by an outgroup. In Study 1, we administered a questionnaire pertaining to 30 social groups to Japanese undergraduate and vocational students. The collective images and intra-individual processes relating to perceived outgroup identity were investigated by applying correlation analysis and multilevel structural equation modeling. In Study 2, we conducted an experiment in which we manipulated the participants' perceptions of relative levels of outgroup members' identity. Both studies demonstrated, as predicted, that people anticipated rejection by strongly identified outgroup members more than by weakly identified outgroup members. Furthermore, in Study 2, anticipated same-group favoritism mediated the relationship between the manipulation of perceived outgroup identity and anticipated rejection. These findings suggest the important role of perceived outgroup identity in intergroup cognition..
9. Hidenori Fujino, Hiroyuki Yamaguchi, Study of management for train drivers to enhance their proactive behaviours: Investigation of train drivers’ daily work behaviours by participant observation., Information and Media Technologies, 9, 2, 102-108, 2014.05.
10. Ryota Akiho, Hiroyuki Yamaguchi, The effect of cross-training on shared mental model. , Journal of Strategic and International Studies, Institute of Strategic and International Studies, 9, 2, 13-17, 2014.03.
11. Kengo Nawata, Hiroyuki Yamaguchi, Intergroup retaliation and intra-group praise gain
The effect of expected cooperation from the in-group on intergroup vicarious retribution, Asian Journal of Social Psychology, 10.1111/ajsp.12032, 16, 4, 279-285, 2013.12, Intergroup vicarious retribution is the phenomenon whereby, after an out-group member attacks an in-group member, a member of the victim's group retaliates against a member of the perpetrator's group. This study examined the effect of expected cooperation from the in-group on intergroup vicarious retribution through intra-group reputation based on praise gain and exclusion avoidance. In the experiment, we conducted a one-on-one match in which, after participants learned that an out-group member (as the winner) had imposed a fine on an in-group member (as the loser) in a previous round, winning participants were allowed to impose an arbitrary fine on the other losing out-group member. As a result, participants imposed a larger fine on their out-group member opponent in retaliation when they were expected by in-group members to cooperate than when such cooperation was not expected. Furthermore, participants regarded a fine as intra-group cooperation. Since a path analysis revealed a mediating effect of praise gain, but no mediating effect of exclusion avoidance, expected cooperation from in-group members facilitated vicarious retribution because those involved in retribution sought praise from other in-group members. These findings suggest that the intra-group reputation dynamics of expected cooperation and praise gain escalate intergroup conflict..
12. Kengo Nawata, Hiroyuki Yamaguchi, Intergroup retaliation and intra-group praise gain: the effect of expected cooperation from the in-group on intergroup vicarious retribution , Asian Journal of Social Psychology, 16, 279-285, 2013.11.
13. Azusa Kikuchi, Hiroyuki Yamaguchi, Organizational resilience: An investigation of key factors that promote the rapid recovery of organizations. , Academic Journal of Interdisciplinary Studies, 2, 9, 188-194, 2013.04.
14. Yoko Tsumagari, Hiroyuki Yamaguchi, Improving future work motivation by reflecting on past experiences., Kyushu University Psychological Research, , 14, 9-17, 2013.03.
15. Hidenori Fujino, Tomoko Horishita, Tomoyuki Sonoda, Hiroyuki Yamaguchi, Study of train drivers' work motivation and its relationship to organisational factors in a Japanese railway company, 4th International Conference on Rail Human Factors Rail Human Factors: Supporting Reliability, Safety and Cost Reduction, 621-630, 2013, In this study, the authors examined work motivation of a train driver and investigated its relationship to organisational factors by using participant observation and a questionnaire survey. As a result, it was found that a crucial factor of a train driver's work motivation is his work definition and this factor determines his working style and his satisfaction with the job. Further, it was revealed that the driver's work definition is affected by positive feedback from the manager and managers' leadership behaviour by displaying their passion to maintain the quality of passenger transportation services..
16. Kengo Nawata, Hiroyuki Yamaguchi, The role of collective victimhood in intergroup aggression
Japan-China relations, Shinrigaku Kenkyu, 10.4992/jjpsy.83.489, 83, 5, 489-495, 2012.12, This study examines an effect of collective victimhood in intergroup relations. Collective victimhood is the belief that an ingroup has been harmed by an outgroup. Previous studies focusing on collective victimhood have shown that collective victimhood escalates intergroup conflict. We predicted that the effect of collective victimhood on intergroup aggression would involve two different emotional processes: anger and fear. To test this hypothesis, Japanese attitudes toward the Chinese were examined in the context of Japan-China relations. The results of structural equation modeling showed that collective victimhood enhanced both anger and fear. However, intergroup emotions had converse effects on intergroup aggression. While anger promoted intergroup aggression, fear inhibited it. Nationalism promoted collective victimhood. These findings suggest that, in intergroup conflict, collective victimhood affects intergroup aggression through two emotional processes, which have inverse effects on the aggression..
17. Kengo Nawata, Hiroyuki Yamaguchi, The ingroup audience effect on intergroup vicarious retribution, Research in Social Psychology, 26, 3, 167-177, 2011, When an outgroup member's behavior proves harmful for an ingroup member, a member of the victim's group sometimes retaliates against a member of the perpetrator's group. This phenomenon is called intergroup vicarious retribution. The purpose of this study is to examine the effect on intergroup vicarious retribution of being observed by ingroup members (ingroup audience effect). In this study, we allowed the winner of a one-on-one match to impose a fine on the loser in order to manipulate and measure aggression. It was found that participants imposed a bigger fine on an outgroup member when observed by ingroup members than when they were not. Path analysis revealed that being observed by ingroup members has an effect on the fine imposed on the outgroup member through expected admiration from ingroup members and the motivation of retaliation only in the condition of being informed about harm. Being observed by ingroup members enhances the expectations of gaining admiration from ingroup members and intergroup vicarious retribution occurs to a higher degree. The findings of this study suggest that intra-group processes, such as being observed by ingroup members, escalate intergroup conflict..
18. Yuichi Otsuka, Ryo Misawa, Hiroshi Noguchi, Hiroyuki Yamaguchi, A consideration for using workers' heuristics to improve safety rules based on relationships between creative mental sets and rule-violating actions, Safety Science, 10.1016/j.ssci.2010.01.023, 48, 7, 878-884, 2010.08, This paper reports on the relationships between creative mental sets and rule-violating actions using questionnaires answered by 218 nursing workers. An exploratory factor analysis was conducted. The results revealed five factors of creative mental sets: curiosity, minutiae, inquiry, sensitivity, and courage. In addition, rule-violating actions were found to consist of three factors: violation of regulations, violation of local rules, and self-style. The results of multiple regression analyses showed a negative relation between curiosity and regular rule violation. Negative correlations were observed among minutiae, inquiry, and local rule violation. Furthermore, the mean score of local rule violation of a person who thinks that it is important for the work environment to offer high and excellent care is significantly higher than that of those who think that other environmental considerations are more important. The result elucidated the necessity of using workers' heuristics in the process of improving safety rules as well as improving their acceptability to workers. This point is important and applicable not only in the field of patient safety management systems, but also in other fields..
19. 甲斐由紀子、秋吉美紀子、三沢良、山口裕幸, Development of job attitude scale for patient safety officers. , 『医療の質・安全学会会誌』, 4, 2, 273-282, 2009.08.
20. Development of the teamwork measure for nursing teams.
21. Ryo Misawa, Kunihide Sasou, Hiroyuki Yamaguchi, Development of the teamwork measure for nursing teams, Research in Social Psychology, 24, 3, 219-232, 2008.12, The purpose of this study was to develop the Teamwork Measure for Nursing Teams and to examine its reliability and validity. Based on the theoretical model of teamwork components proposed by Dickinson and Mclntyre (1997), initial pools of items to measure three components (team orientation, team leadership, and team process) were generated. A questionnaire was administered to two different samples of nurses (study 1: N=568, study 2: N=6b0). The results of factor analyses revealed that every component of teamwork had subcomponents. Team orientation consisted of two-factors ("orientation for completing tasks" and "orientation for interpersonal relations"). Team leadership also consisted of two-factors ("job directions" and "concern for interpersonal relations"). The team process consisted of four-factors ("monitoring and coordination", "clarification of task", "information sharing", and "mutual feedback"), Scores on these subscales revealed acceptable levels of internal consistency (Cronbach's alpha). Teamwork components positively related to group identification and job satisfaction, and negatively related to incident rates. These results confirmed the validity of the scales. Finally, potential applications of this teamwork measure and the implications for team management practice are discussed..
22. The functions of meta-congnition in group processes..
23. The effects of salience of upper-groups on intergroup biases in the relations of hierarchical intergroup relationships..
24. The function of meta-cognition in group processes: Focusing on the sharing processes of cognitions, affects and behaviors among members..
25. Yuichi Otsuka, Ryo Misawa, Hiroshi Noguchi, Hiroyuki Yamaguchi, A study on an acceptable safety rule for engineers and workers in design or manufacturing stage (an empirical research for relationships between creative mental set and rule-violating action), Nippon Kikai Gakkai Ronbunshu, C Hen/Transactions of the Japan Society of Mechanical Engineers, Part C, 73, 1, 331-338, 2007.01, In this paper we investigated relationships between creative mental set and rule-violating action with a questionnaire for 218 hospital workers. We have executed an exploratory factor analysis. These results revealed five factors for creative mental set; curiosity, minutiae, inquiry, sensitivity and courage, and three factors for rule-violating action; regulation rule violating, local rule violating and self-style. Correlation analyses and multiple regression analysis indicated a negative relation between curiosity and regular rule violating. Also, negative relations between minutiae, inquiry and local rule violating action was yielded. Furthermore, an average score of local rule violating is significantly higher in [high and excellent care] climate than those in other climates by analysis of variance. These results are integrated for a necessity of safety rule. That is, an unnecessary rule should be arranged and content of absolutely necessary rule has been continuingly improved by invention of working sites..
26. Psychological factors contributing to ussafe behabiors in train drivers..
27. Ryo Misawa, Ken Inadomi, Hiroyuki Yamaguchi, Psychological factors contributing to unsafe behavior in train drivers, Shinrigaku Kenkyu, 10.4992/jjpsy.77.132, 77, 2, 132-140, 2006.01, This research considered whether unsafe behaviors increase the likelihood of accident on the railway, and if so, what psychological factors contribute to unsafe behaviors? Study 1 investigated how frequently train drivers had committed errors and unsafe behaviors when train accidents occurred. Content analysis on 251 cases of railway accident reports revealed that intention errors (i.e., no intention or wrong one) and unsafe behaviors occurred simultaneously in most cases of accident. Furthermore, it was suggested that unsafe behaviors contribute to the occurrence of accidents. Study 2 examined the effect of psychological factors on unsafe behaviors. 148 train drivers completed questionnaires. We assumed the causal model that organizational factors affect unsafe behaviors indirectly through personal factors. Results of path analysis revealed as follows, (a) Concerning personal factors, evaluated cost (e.g., increased workload) and ineffectiveness of safety rules increased the frequency of unsafe behavior, (b) Concerning organizational factors, organizational management and norms increased the frequency of unsafe behavior indirectly through their effects on personal factors. Based on these findings, we discussed implications for more effective accident prevention..
28. Some analogies in the processes of social consensus formation and grand coalition formation: Implications for managing conflicts in their proceses..
29. The effects of coalition formations on organizational power dynamics: A discussion based on the experimental studies..
30. Organizational Safety behaviors and team management: A group dynamics approach..
31. Hiroyuki YAMAGUCHI, A study on the factors foiling team communication in hospital nurse teams: Why can’t they point out their colleague’s error?, Proceedings of The European Academy of Occupational Health Psychology at Berlin, published in CD-ROM, 2003.11.
32. The relationships between members' readiness for organizational change and leader's transformational and transactional behaviors..
33. Hiroyuki YAMAGUCHI, The effects of IT revolution on leader behaviors and team communication in an Japanese organization., Kyushu University Psychological Research,, 3巻 41-48ページ, 2002.03.
34. The effects of organizational utilization of electric communication systems upon creative information processing in organizations..
35. Hiroyuki YAMAGUCHI, The effects of CMC systems on creative collaboration and productivity of business team., The Proceedings of The Academy of Management Meeting at Chicago, published in CD-ROM, 1999.08.
36. Hiroyuki Yamaguchi, Coalition tactics of the weaks in the power struggle., Shinrigaku Kenkyu, 10.4992/jjpsy.61.370, 61, 6, 370-376, 1991, This study was intended to investigate the coalition tactics of the weaks under the situation where four players in the power relationship such as “A,B = C = D, A, (B + C + D)” struggled for new resources of power. Subjects were 128 male undergraduates divided into 32 groups of four members each. The experimental design was 2 (determinants of power strength ; resouce size or rank order) X 2 (range of power distance between the strong and the weaks; large or small). As the result, it was revealed that the weaks preferred revolutional coalition “BCD” under the condition where the resource size determined the power strength, while preferred getting-ahead coalition “AB, AC, AD” under the condition where the rank order determined, and that expansion of power distance reinforced such tendency of the weaks. It was also shown, however, that the weaks did not always form the coalitions as they had hoped before bargaining. In conclusion, the necessity to examine the characteristcs of the weaks' mentalities and behaviors in coalition bargaining was suggested..