Shared Value Creation Through Hosting in Long-Term Work-Experience Programs: Case studies from Japanese SMEs

Abstract

Work-Integrated Learning (WIL) is widely recognized as an effective approach that integrates academic learning with professional practice; however, its institutionalization in Japan remains limited. In Japan, the policy-driven introduction of “internship” as a component of career education has constrained firms from implementing such programs primarily for recruitment purposes. As a result, corporate acceptance of work-experience opportunities has tended to be framed as an expression of Corporate Social Responsibility (CSR). This framing has made it difficult to implement long-term work experiences, a tendency that is particularly pronounced among small and medium-sized enterprises (SMEs). Although government’s interest in long-term work-experience programs in Japan has been increasing, many SMEs remain passive about adoption due to the substantial resource burden and the absence of clearly articulated benefits. This study examines these practices through qualitative case studies of Japanese SMEs that have pioneered the introduction of long-term work-experience programs, implemented in collaboration with universities as long-term project-based learning (PBL) and long-term internship programs. The analysis reveals that these firms have redesigned the acceptance of work-experience programs not merely as CSR activities, but as initiatives grounded in Creating Shared Value (CSV), linking educational value with business objectives such as recruitment, project development, knowledge acquisition, and employee learning through mentoring. These findings suggest that CSV-oriented program design may provide a viable pathway for the sustainable diffusion of long-term WIL in Japan.

Keywords: Work-integrated Learning, Internship, Creating Shared Value, Japanese SMEs

DOI: 10.54941/ahfe1007724