アジアの経済危機と地域企業の国際化

カプセル効果とアクション志向の協働経営

抄録

Building foreign subsidiaries, Japanese companies were inclined to directly invest into the location covered with the capsule prepared by East Asian countries under the condition of favorite fair wind that we call ‘folk story of Asian economic development’. Capsule means various ways to seal off the core business process from local environmental influences.

In the mid of 90's the folk story became hot and caused the boom of foreign direct investment into East Asian countries. However, the Asian economic crisis faded not only the folk story but also the capsule effect. Japanese companies were forced to rebuild their business process so as to be adaptive to local business environments. The relatively big companies that are resourceful enough to make the capsule by themselves are able to keep their strong control against the foreign subsidiaries, and still develop the ethnocentric management. But the regional medium and small companies with less management resources braked hard to a stop of foreign direct investment.

We conducted the research on what medium and small companies of the northern Kyushu went on their foreign business with their foreign partners in Korea and China without the capsule prepared by the government. We found that some companies made up the unique management ways through active actions with partners and their workers. We classified them into two management ways under the weak capsule effect. One was the adaptive management under the perfect control that was developed through making the business process open to local economy. Another was the cooperative management of joint venture by voluntary action chains with foreign partners. These two management ways have the same feature of management that companies oriented the process of management. We think the process-oriented management promoted by voluntary action chains will implicate the important way of management for foreign subsidiaries of regional companies after the Asian economic crisis.