Effects of different silica intermediate layers for hydrogen diffusion enhancement of palladium membranes applied to porous stainless steel support

Porous stainless steel (SUS) supports were modified with double intermediate layers, silicalite-1 and γ-alumina, to enhance the hydrogen diffusion of a thin palladium membrane. One of layers, silicalite-1, was prepared using the hydrothermal synthetic method on porous SUS supports. The differences in expansion/contraction behaviors caused by different thermal coefficients of expansion between silicalite-1 and the SUS resulted in a lowering of the durability of the membrane. Intermediates layers of mesoporous MCM-48 powders or commercial spherical non-porous silica particles were then applied to porous SUS supports via aspiration, γ-alumina was introduced by dip-coating, and the Pd membrane was subjected to electro-less plating. H2 permeance of the Pd membrane (membrane thickness: 11 μm) containing spherical silica particles was around 10 × 10−6 mol·m−2·s−1·Pa−1 at 600 °C, which was higher than that of the Pd membrane (membrane thickness: 7 μm) containing MCM-48. The durability of the Pd membrane containing spherical silica particles was higher than that of the version containing MCM-48 powders. These results suggest that commercial spherical non-porous silica particles will uniformly occupy the pores of the SUS tubes and enhance the H2 permeance and durability of the Pd membrane

Policymaking Function for the Creation of Renewable Energy Business by Community-based Corporations

Japanese community-based corporations (CBCs) can impact diverse regions when they work with regional corporations to implement renewable energy projects. Their activities are integrated and thus have particular relevance in energy policy and project outcomes because the CBCs include both non-profit organisations and corporations that are political advocates and sustainable businesses. The research result of four policymaking processes suggested that CBCs’ direction indicates two features: First, the CBCs include both non-profit organisations that are political advocates and corporations that are sustainable businesses in each phase of regional industrial creation. Second, CBCs can manage projects that combine policymaking and market development simultaneously and integrate their results over the long term. Local municipalities can utilise the model linking policy formation and business impacts to integrate the business management approach into policymaking.Full paper presented at the Virtual IRSPM Conference 202

Business Model of Community-based Corporation in Japan : A case study on the management system of the Green Fund Group

Nonprofit organizations (NPO), in each community, can become practitioners in creating new industries in Japan. The Hokkaido Green Fund (HGF) is an NPO that has achieved this, as a wind power generation company. Unlike many NPOs that are unable to run a sustainable business platform, HGF has overcome that challenge. The reason for this is that they have developed a management system that combines the NPO model and a corporation. The purpose of this research is to focus on and show the management style that allows for the possibility of the commercialization of NPOs working with the residents of their communities. The focus of this study is HGF, which has used a management style that works in cooperation with the Community Wind Power Co., Ltd. (CWP) and the Japan Green Fund Co., Ltd. (JGF) to implement a community-driven renewable energy project. They have created a system in the regional economy whereby residents take the initiative in raising private funds to invest in the business, and the profits contribute back to the local environment and welfare. CWP specializes in the wind turbine business, and JGF supports NPOs in financing projects; the scale of each company's business is growing. The financial performance of CWP and JGF, in addition to the value of the two enterprises, also represents the societal approval of HGF. In this paper, we used two methods. First, we conducted a semi-structured interview with stakeholders in the Green Fund Group that was an advanced case of integrating both the NPO and corporation format into one management form. Second, we analyzed the structure of the NPO and the corporate value of the corporation. By bringing together the results of the aforementioned survey, we derived the features and possibilities of business entities that utilize a hybrid management style of NPO and corporation. The NPO, by having a profit-oriented department to ensure sustainability of the project, and the company, by adding institutional plans to ensure a social mission, acquire a hybrid management style. An entity with this management style can collaborate with organizations belonging to any sector and can create goods and services that are hard to supply by existing players, through policy measures, commercial projects, and volunteer activities, providing a stable supply to people living in the community. They can formulate policy, create goods and services, meet with providers and buyers, and join them together in order to establish buying and selling (adjusting for supply and demand) to open up a market whose existence may have gone unnoticed. In this market, investors and consumers can cross paths while fulfilling a social responsibility and take part in developing business leaders. In this research, these kinds of community-based multiple corporations are called community-based corporations. If the created investment market expands as a result of the business of the community-based corporation, a system that prepare corporations to diverge from their business philosophies is built in regional level.22nd Annual IRSPM conference 2018. 10th-13th April 2018. Center for Service Excellence University of Edinburgh Business School, UK

Business model of a community-based cooperative corporation in Japan : A case study of the management system of the Green Fund, Akita

23rd Annual IRSPM Conference 2019. 16-18 April 2019. Victoria University, Wellington, New Zealand

Hybridity as a phenomenon from the analysis of practitioners' linguistic data

Purpose Hybridity explores the policymaking system with another logic, business or civil society, and the community endorses the proceedings. Japanese community-based corporations（CBCs）/cooperative corporations (CBCCs） develop business models that meet the multiple needs of various sectors. They have supported economies by providing products with reliable and manageable supply chains to ensure the sustainability of their operations. The Green Fund Group has implemented 31 wind power projects with NPO's for-profit management system. Its success factors include: business model for social change, management system combining non-profit and for-profit activities, integrated function of policymaking and business, and trust-building mechanism of complex social activity and business. This research illustrates the experiences of hybrid organisations with proven track records that adapt to social contexts and multiple layers and operate across institutions. It aims to conceptualise the system of hybridity as a phenomenon, analysing management systems and mechanisms from linguistic data accumulated by Japanese hybrid organisations' practitioners in 2016-2021. Approach & Method The first analysis categorises the practitioners' linguistic data into three codes with different levels of abstraction: words describing individuals, concepts describing the organisation, and meanings in the context of the practitioners' words and actions. The second analysis modularises the behavioural context expressed in the first analysis and describes the phenomena caused by the practitioner's behaviour and the organisation's activities. Finally, hybrid organisations' management structures and mechanisms are conceptualised by illustrating the relationships between those phenomena. We conducted the first-stage face-to-face interviews, asking about practitioners' perceptions of and engagement with their organisations. To validate the results of the first interview, we assessed their projects by the program evaluation and conducted the second-stage interviews. To validate the second-stage interview results, we conducted the third-stage interviews to ask in-depth questions about the characteristics of the group organisation and interpret the meaning of the practitioners' words. Findings As a result of the first analysis, two behavioural contexts emerged for practitioners: communicating a social mission and creating new forms of economy. Furthermore, "Nine Methods of Improving Society" were derived. The second analysis revealed two phenomena: mechanisms for transmitting social missions and mechanisms for creating new regional economic systems. Practitioners' values are linked to the social mission of the group. They recognise existing social challenges, develop projects aligned with communities' wills, and communicate their social mission to organisations and communities using methods that improve society while embedding new economic forms within the existing system. Hybridity forms a mechanism for sharing a social mission with the community, encouraging people to define that social mission and create new businesses themselves. Their management systems and networks are used as tools to open platforms for collaboration. Here, practice and theory, experts and people, and present and future work together without conflict. Implementation Hybridity is a phenomenon revealed by linguistic data analysis, despite its presence, that is unrecognised due to the absence of precise definitions. Hybridity's management system, development processes and approaches provide a futuristic management strategy model for emerging hybrids. References ・Jarmo Vakkuri and Jan-Erik Johanson（2021） "Hybrid Governance, Organizations and Society Value Creation Perspectives" Routledge.IRSPM (International Research Society in Public Management) Conference 2023,3 to 5 April 2023 P25 S08 - Institutional hybridit

Business Model of Community-based Corporation in Japan : A case study on the management system of the Green Fund Group

Nonprofit organizations (NPO), in each community, can become practitioners in creating new industries in Japan. The Hokkaido Green Fund (HGF) is an NPO that has achieved that achievement as a wind power generation company. Unlike many NPOs that are unable to run a sustainable business platform, HGF has overcome that challenge. The reason for this is that they have developed a management style that combines the NPO model and a corporation. The purpose of this research is to focus on and show the management style that allows for the possibility of the commercialization of NPOs working with the residents of their communities. The focus of this study is HGF, which has used a management style that works in cooperation with the Community Wind Power Co., Ltd. (CWP)　and the Japan Green Fund Co., Ltd. (JGF) to implement a community-driven renewable energy project. They have created a system in the regional economy whereby residents take the initiative in raising private funds to invest in the business, and the profits contribute back to the local environment and welfare. CWP specializes in the wind turbine business, and JGF supports in NPOs in financing projects; the scale of each company's business is growing. The financial performance of CWP and JGF, in addition to the value of the two enterprises, also represents the societal approval of HGF. In this paper, we used two methods. First, we conducted a semi-structured interview with stakeholders in the Green Fund Group that was an advanced case of integrating both the NPO and corporation format into one management style. Second, we analyzed the structure of the NPO and the corporate value of the corporation. By bringing together the results of the aforementioned survey, we derived the features and possibilities of business entities that utilize a hybrid management style of NPO and corporation. The NPO, by having a profit-oriented department to ensure sustainability of the project, and the company, by adding institutional plans to ensure a social mission, acquire a hybrid management style. An entity with this management style can collaborate with organizations belonging to any sector and can create goods and services that are hard to supply through policy measures, commercial projects, and volunteer activities, providing a stable supply to people living in the community. They can formulate policy, create goods and services, meet with providers and buyers, and join them together in order to establish buying and selling (adjusting for supply and demand) to open up a market whose existence may have gone unnoticed. In this market, investors and consumers can cross paths while fulfilling a social responsibility and take part in raising up the leaders of the business. In this research, these kinds of community-based multiple corporations are called community-based corporations. If the created investment market expands as a result of the business of the community-based corporation, a system that prevents corporations from diverging from their business philosophies is built in regional units.ISTR Conference 2018. July 10-13 2018. Amsterdam, The Netherlands

Value creation approaches of hybrid organizations and case studies in Japan : Network-formation function and trust-building mechanisms

Hybridity explores the policymaking system with another logic, business or civil society, and the community endorses the proceedings. Japanese Community-based corporations（CBCs）develop business models that meet the multiple needs of various sectors. They have supported economies by providing products with reliable and manageable supply chains to ensure the sustainability of their operations. The Green Fund Group has implemented 31 wind power generation projects with NPOs for-profit management structures. Its success factors include 1) a business model for social change, 2) a management system combining non-profit and forprofit activities, and 3) an integrated function of policymaking and business. The process that has integrated the renewable energy policies and projects formed a cross-sectoral network. The network formation function has four characteristics, five conditions for establishment, and four roles. CBCs respond to the needs of governments and residents by providing advocacy, products and services to build "trust" among all sectors' stakeholders. This trust-building mechanism has the function of strengthening the compromising and promoting the legitimating. It was found that although the CBCs share mixing, compromising, and legitimating concepts, the functions are not lined up chronologically but appear in areas where elements from multiple sectors overlap, encompassing multiple factors. A trust-building mechanism is at the heart of this complex social activity and business. The Japanese case study makes explicit the process of trust-building and suggests meaningful approaches in clarifying the value creation mechanism of hybrid organizations.IRSPM (International Research Society in Public Management) Conference 2022, 19 to 22 April 202