Post on 11-Jul-2020
Dual Wheel Model
On
External Japanization
and
Internal Globalization
Kim Seminar
Team A
Tsubasa Sasaki
Tsuyoshi Yamada
Kazuho Takahashi
Masahiro Sato
Yuki Tomita
1
Dual Wheel Model
On
External Japanization
and
Internal Globalization
Kim Seminar
Team A
Tsubasa Sasaki
Tsuyoshi Yamada
Kazuho Takahashi
Masahiro Sato
Yuki Tomita
1
1
1
1
2
Agenda
1. Literature review
2. How to research
3. Analysis results
4. Conclusion
2
Agenda
1. Literature review
2. How to research
3. Analysis results
4. Conclusion
2
3
3
4
4
4
Literature
Review
4
5
5
Control
6
Motivation
6
7
7
7
7
Local Boss
8
Local Boss
8
Local Boss
8
Local Boss
8
Local Boss
8
Discommunication
With Parent Company
9
Discommunication
With Parent Company
9
Discommunication
With Parent Company
9
Discomunication
With Parent Company
9
Internal Globalization
10
foreign workers are in responsible for parent
company’s decision-making, or this situation itself11(Yoshihara,1996)
How is
the Progress
12
35 92
The proportion of the number
of local bosses at subsidiary
Japanese and Korean
Western
13 (Harzing, Pudelko & Reiche ,2013)
It has not well advanced…
We check a lot of researches…
安保哲夫, 板垣博, 上山邦雄, 河村哲二, 公文溥 (1991)『アメリカに生きる日本的生産システム：現地工場の「適用」と「適応」』東洋経済新報社石田英夫（1999）『国際経営とホワイトカラー』中央経済社大木清弘（2014）『多国籍企業の量産知識：海外子会社の能力構築と本国量産活動のダイナミクス』有斐閣椙山泰生 (2009)『グローバル戦略の進化―日本企業のトランスナショナル化プロセス』京都大学経済学叢書古沢昌之 (2008)『グローバル人的資源管理論「規範的統合」と「制度的統合」による人材マネジメント』 白桃書房吉原英樹（1996）『未熟な国際経営』白桃書房板垣博（2017）「東アジアにおける日系企業の企業内知識移転－日本人出向者の役割と連鎖的技術移転の視点からの考察－」『武蔵大学論集』第65巻1号。1-35頁。笠原民子(2013)「日本経営における経営現地化の諸課題」『阪南論集』第48巻2号。65-83頁。水戸康夫 (2006)「100％出資海外子会社への技術移転：技術指導員は減らすことができるのか」『九州共立大学経済学部紀要』103号。41–56頁。『ハーバードの留学生が思わず涙する「楽天の英語公用語化」の授業 ダイヤモンドオンラインBartlett, C. A., & Yoshihara, H. (1988) “New challenges for Japanese multinationals: Is organizational adaptation their Achillesheel?”, Human Resource Management, 27(1), 19–43.Beamish, P. W., & Inkpen, A. (1998) “The decline of the Japanese expatriate”, Journal of World Business, 33, 35–50.C. Bartlett＆S.Ghoshal. (1986) ”Tap Your Subsidiaries for Global Reach”, Harvard Business.Kobrin,S.K.(1987) “Expatriate reduction and strategic control in American multinational corporations”, Human Resource Management, Vol.27, No.1, pp.63-75.
14
We check a lot of researches…
Neeley, T. B. (2013) “Language Matters: Status Loss and Achieved Status Distinctions in Global Organizations.”OrganizationScience, 24(2): 476-497.Tung, L. R. (1981) “Selection and training of personnel for overseas assignments”, Columbia Journal of World Business, Spring, pp.68-78.Zeira, Y. and Banai, M. (1985) “Selection of managers for foreign posts”, International Studies of Management and Organization, Vol.15, No.1, pp.35-51.Zeira,Y,Harari,E,& Izraeli,D (1975) “Some structural and cultural factors in ethnocentric multinational corporations and employee morale”, Journal of Management Studies, 12, 66–82. Bartlett, C. A. & Ghoshal, S. (1989) Managing Across Borders, Boston: Harvard Business School Press.Dowling, P. J. and Schuler, R. S. (1990) International dimensions of human resource management, Boston: PWS-Kent Pub. Harzing, A. W. (2004) “Composing an international staff”, In A. W. Harzing and J. V. Ruysseveldt (eds.), International Human Resource Management 2nd edition, London: Sage Publications.Harzing, A., Pudelko, M., & Reiche. S. (2013) Developments in Knowledge Transfer Activities of Expatriates and Inpatriates. Presented at 2013 Annual Conference of Academy of International Business.Kopp,R. (1999) The Rice-Paper Ceiling in Japanese Companies: Why It Exist and Persists in Beechler, S.L. and Allan Bird eds. Japanese Multinationals Abroad: individual and Organizational Learning, New York Oxford University PressMiles, M. B., & Huberman, A.M. (1994) Qualitative data analysis: an expanded sourcebook. Thousand Oaks, CA:Sage. Scullion, H. and Collings, D.G. (2006) Global staffing, London: Routledge.Trevor, M. (1983) “Japan’s Reluctant Multinationals: Japanese Management at Home and Abroad, London” Frances Pinter.Vernon , R.（1971）Sovereignty at Bay. Basic Books.14
We cannot find
the concrete process of “Internal Globalization”
15
R.Q. How can we realize
“Internal Globalization”
16
17
17
17
17
Agenda
1. Literature review
2. How to research
3. Analysis results
4. Conclusion
17
Information of Company A
18
Company A
3 Global numbers
80
28
38,00019
Company A
3 Global numbers
80Overseas Sales %
19
Company A
3 Global numbers
28Overseas Bases countries
19
Company A
3 Global numbers
38,000Global
Employees people
19
Company A
3 Global numbers
80
28
38,000
Overseas Sales %
Overseas Bases countries
Global
Employees people
19
Company A
3 Global numbers
80
28
38,000
Overseas Sales %
Overseas Bases countries
Great Knowledge of Globalization
Global
Employees people
19
Data Collection
19
Our interview
3 Important numbers
4
4
920
Our interview
3 Important numbers
4overseas
subsidiaries
20
Our interview
3 Important numbers
4 positions
20
21
Our interview
3 Important numbers
9 data
22
23
Our interview
3 Important numbers
4
4
9
positions
data
24
overseas
subsidiaries
Our interview
3 Important numbers
2
4
9
nationalities
positions
data
Rich Interview Data
24
Analysis
25
2 points of analysis
Coding
Triangulation
26
2 points of analysis
Coding
26
2 points of analysis
Triangulation
26
Interview ｄata Categories Aggregate dimension
Questionnaire
Secondary material
AggregateDimension
Interview
27
2 points of analysis
Coding
Triangulation
28
2 points of analysis
Coding
Triangulation
Reliable Analysis
28
29
29
29
29
29
29
Analysis Result
29
Analysis Result
29
Analysis Result
29
Agenda
1. Literature review
2. How to research
3. Analysis results
4. Conclusion
29
29
30
Parent company to Subsidiaries31
Subsidiaries to Parent company32
Subsidiaries to Subsidiaries33
Human Resources Liquidity
Engine for Globalization
34
Human Resources Liquidity
Engine for Globalization
34
Human Resources Liquidity
Engine for Globalization
34
35
Internal
Globalization
35
Does this engine influence
one wheel ??
Internal
Globalization
35
Internal
Globalization
35
Internal
Globalization
The other Wheel
=“External Japanization”
35
Internal
Globalization
The other Wheel
=“External Japanization”
35
36
36
overseas subsidiaries make
decisions in line with the
strategy of Japanese
parent company or this
situation itself
External Japanization
36
External
Japanization
36
External
Japanization
36
Internal
Globalization
External
Japanization
Why do we need “Dual Wheel”?
37
Internal
GlobalizationExternal
Japanization
38
Internal
GlobalizationExternal
Japanization
38
Internal
GlobalizationExternal
Japanization
Organizational States
38
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
38
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
＝a state that Japanese and foreign employees understand and
share the differences of languages, nuance, and cultural
background each other
39
Mutual understanding
2,I have a lot of respect for Korean co-worker.So they are hardworking and high-achieving.(Japanese Engineering Dept.M4 Group Manager)
3,Japanese worker is good to work for foreign workers.(Japanese Human Resources Dept. Group Manager)
Cross-CulturalEmpathy
Accept different culture
Respect different culture
Language learning
1,I hold admiration for Japanese co-workers and came to japan.(Korean Engineering Dept.M3)
5,Company A have Japanese educate program for foreign worker.(Japanese Human Resources Dept. Group Manager)
4,A number of Japanese worker don’ｔ feelings of resistance toward working foreigners.(Japanese Engineering Dept. M３ Group Manager)
6,All worker can correspondence unaccustomed way to work.As a result stopped conflict.(Japanese Engineering Dept.M4 Group Manager)
40
Cross-cultural empathy
Secondary material1,From foreign workers comment. Company A is at home. Japanese worker is good to work foreign workers. (Business Labor Trend 2015,10)2,Company A implement Japanese education program. (BJT Business Japanese test)
3,Language education works in cooperation with external teacher, but since language is basically a tool, I emphasize communication while understanding the background culture. when accepting the IAP, I inform you from the personal affairs to the acceptance department basically in Japanese. For example Dormitory supervisor is spoken in Japanese. (Human management 2011,1,3)
Interview 1,Japanese workers respect way to different way to work so that prevent conflict in organization. (Japanese Engineering Dept. Group Manager)2,Foreign workers respect japan of concept. And come to japan.(Korea Engineering staff)3, Japanese workers is good to work for foreign worker. (Japanese Human Resources Dept. Group Manager)4, I have a lot of respect for Korean co-worker.5, A number of Japanese worker don’ｔ feelings of resistance toward working foreigners. (Japanese Engineering Dept.M3 Group Manager)
Questionnaire 1, Foreign experienced worker is connecting parent company and subsidiaries so that facilitate business. To Human Resource 2017,10,25
Cross-Cultural Empathy
41
Internal
GlobalizationExternal
Japanization
2.Corporate Philosophy Climate Share
＝a state in which employees understand the company`s Culture
philosophy and is the basis of action
42
Collaborative environmental
Corporate culture
Support system
Corporate Philosophy
Climate Share
7,Parent company-Subsidiaries frequently hold online conference. As an effect deep thinking understanding.(Japanese Human Resources Dept. Group Manager)
8,Japanese worker support overseas subsidiaries managers.So as to encourage self-reliance.(Japanese Adviser)
10,Comunication and exchange at the outside frequently perform.(Japanese Engineering Dept.M3 Group Manager)
9,Company A has ‘cherish the people’ corporate culture.(Japanese Engineering Planning Group3 Senior Staff)
11,Company A have philosophy training.so as to increase effect.(Japanese Human Resources Dept. Group Manager)
43
Corporate Philosophy Climate Share
Secondary material1,Company A is deploying develop human resources of professional.Company A has implemented trainee system. It geared toward training overseas subsidiaries manager. Trainee system is working in Japan for 1year.It expected that effect of learning corporate culture and to be Bridge person. (Company A annual report 2017 p35)2,Company A cherish challenging human culture. It is reflected in the philosophy. (Do not be afraid of failure) ( Business Labor Trend 2015,10)3,I gives a lot of thing to work in japan. For example policy and values.
Interview 1,inpatriation of purpose is understanding and practice of global management. In addition to making personal connections.(Engineering Group Manager)
Questionnaire1,Company A started inpatriation in 2006.The purpose of this system is to learn corporate philosophy and values through the work.2, Company A has global meeting(BRM).It is geared toward sharing of planning vision. 3,Company A overseas subsidiaries can voluntary business decision.For example personal transfers between subsidiaries.(Out-Out)
To Human Resources 2017,10,25
44
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
45
Internal
Globalization
45
External
Japanization
45
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
45
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
45
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share46
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share46
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share46
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
46
Internal
GlobalizationExternal
Japanization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
47
Internal
Globalization
External
Japanization1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
Human Resources Liquidity
47
Internal
Globalization
External
Japanization1.Cross-Cultural Empathy
2.Corporate Philosophy Climates Share
Human Resources Liquidity
“Dual Wheel Model”
47
1.Cross-Cultural Empathy
2.Corporate Philosophy Climtes Share
Human Resources Liquidity
External
Japanization
Internal
Globalization
47
Globalization
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
Human Resources Liquidity
External
Japanization
47
1.Cross-Cultural Empathy
2.Corporate Philosophy Climate Share
Human Resources Liquidity
External
47
Human Resources Liquidity
48
Human Resources Liquidity
48
Human Resources Liquidity
Our Conclusion
48
Human Resources Liquidity
48
Human Resources Liquidity
48
Human Resources Liquidity
48
Resources Liquidity
48
Resources Liquidity
48
48
Internal
GlobalizationExternal
Japanization
Human
Resources
Liquidity
49
Internal
GlobalizationExternal
Japanization
Human
Resources
Liquidity
49
Internal
GlobalizationExternal
Japanization
Human
Resources
Liquidity
49
Human
Resources
LiquidityInternal
GlobalizationExternal
Japanization
49
Real Globalization
Sendai Keio Univ.
50
Real Globalization
Sendai Keio Univ.
50 ※This smoke is harmless to the environment
Real Globalization
Sendai Keio Univ.
50 ※This smoke is harmless to the environment
50 ※This smoke is harmless to the environment
50 ※This smoke is harmless to the environment
50 ※This smoke is harmless to the environment
50 ※This smoke is harmless to the environment
50