Dual Wheel Model Kim Seminar On Team A Tsubasa …...35 92 The proportion of the number of local...

Dual Wheel Model

On

External Japanization

and

Internal Globalization

Kim Seminar

Team A

Tsubasa Sasaki

Tsuyoshi Yamada

Kazuho Takahashi

Masahiro Sato

Yuki Tomita

1

Agenda

1. Literature review

2. How to research

3. Analysis results

4. Conclusion

2

Literature

Review

4

Control

6

Motivation

6

Local Boss

8

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

Agenda


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

Our interview

3 Important numbers

9 data

22

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


Coding

26


Triangulation

26

Interview ｄata Categories Aggregate dimension

Questionnaire

Secondary material

AggregateDimension

Interview

27


Coding

Triangulation

28


Coding

Triangulation

Reliable Analysis

28

Analysis Result

29

Agenda


2. How to research

3. Analysis results

4. Conclusion

29

Parent company to Subsidiaries31

Subsidiaries to Parent company32

Subsidiaries to Subsidiaries33

Human Resources Liquidity

Engine for Globalization

34

Internal

Globalization

35

Does this engine influence

one wheel ??

Internal

Globalization

35

Internal

Globalization

35

Internal

Globalization

The other Wheel

=“External Japanization”

35

overseas subsidiaries make

decisions in line with the

strategy of Japanese

parent company or this

situation itself

External Japanization

36

External

Japanization

36

Internal

Globalization

External

Japanization

Why do we need “Dual Wheel”?

37

Internal

GlobalizationExternal

Japanization

38

Internal


Japanization

Organizational States

38

Internal


Japanization

1.Cross-Cultural Empathy

2.Corporate Philosophy Climate Share

38

Internal


Japanization


＝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


Japanization


＝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


Japanization



45

Internal

Globalization

45

External

Japanization

45

Internal


Japanization



45


2.Corporate Philosophy Climate Share46

Internal


Japanization



46

Internal


Japanization



47

Internal

Globalization

External

Japanization1.Cross-Cultural Empathy



47

Internal

Globalization

External

Japanization1.Cross-Cultural Empathy

2.Corporate Philosophy Climates Share


“Dual Wheel Model”

47


2.Corporate Philosophy Climtes Share


External

Japanization

Internal

Globalization

47

Globalization




External

Japanization

47




External

47


48


Our Conclusion

48


48

Resources Liquidity

48

Internal


Japanization

Human

Resources

Liquidity

49

Human

Resources

LiquidityInternal


Japanization

49

Real Globalization

Sendai Keio Univ.

50

Real Globalization

Sendai Keio Univ.

50 ※This smoke is harmless to the environment

50 ※This smoke is harmless to the environment

Dual Wheel Model Kim Seminar On Team A Tsubasa …...35 92 The proportion of the number of local...

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