In simulation-based learning environments, 'unexpected' phenomena often work as counterexamples which promote a learner to reconsider the problem. It is important that counterexamples contain sufficient information which leads a learner to correct understanding. This paper proposes a method for creating such counterexamples. Error-Based Simulation (EBS) is used for this purpose, which simulates the erroneous motion in mechanics based on a learner's erroneous equation. Our framework is as follows: (1) to identify the cause of errors by comparing a learner's answer with (...) the problem-solver's correct one, (2) to visualize the cause of errors by the unnatural motions in EBS. To perform (1), misconceptions are classified based on problem-solving model, and related to their appearance on a learner's answers (error-identification rules). To perform (2), objects' motions in EBS are classified and related to their suggesting misconceptions (error-visualization rules). A prototype system is implemented and evaluated through a preliminary test, to confirm the usefulness of the framework. (shrink)

A recent publication project entitled Asian Business Discourse has brought to the attention of the international readership an original body of research on business discursive practices and organizational communication issues in a variety of Asian cultures. In this Forum, we discuss some of the topics highlighted by the project, which arise from the recent indigenous research in business discourse as a multidisciplinary field.

While there are many studies that address how well Japanese companies have adopted explicit CSR practices, our understanding of their own views on such practices is still limited, particularly of the difference in their views before and after the process of making implicit CSR explicit. The present research thus aims to address this apparent change by providing comparative case studies of two Japanese companies selected from two different time periods. The findings indicate there is a continuity observable in the mindset (...) of these companies not a change. This contradicts existing literature and suggests that the process of making CSR explicit has not been accompanied by any real change in their mindset. The result shows that ethically questionable practices have been going on behind the explicitly articulated CSR policies and implies the difficulties of delegating the power to address societal issues to business organisations. This is important particularly now when the expectations of the public regarding the responsibilities of business towards society are on the rise. (shrink)

Business Ethics: A European Review, EarlyView.