This paper develops a model of“technology”and relates it to the proess of transfer and development particularly in Asean. It criticizes the ineffectiveness of static, business-like transfers as an action at the disposal of supplier nations, and the attitude of host nations which wait for the “big transfer of appropriate technology” to come by. For nations that are looking towards the road to industrialization, they need to adopt a pro-active and dynamic stance to“individualize”their own skills

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In reviewing past research concerning models of organizational socialization, two schools of model revealed valid. One is called a“stage model, ”the traditional one based on developmental view of individuals, but empirically les validated, and the other is called a“learning model, ”the recent trend based on individuals' information seeking processes with empirically more supportive evidence. Two models seem compatible each other. However, research review implies that for the integration of the two models the former model requires the more solid empiricl validation first. The purpose of this study is to develop a new stage model reflecting on the context of Japanese organizations and to validate it empirically by using Item Response Theory (IRT) techniques. Empirical survey was conducted using 292 young workers as sample. Results revealed that there was less validity in its original four-stage socialization model, but after the modification based on the IRT analysis, the model could prove validity. Implications for future research were made primarily on the adoption of longitudinal survey design, and both intra- and inter-organizational study of organizational socialization process.

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This study investigates employee perceptions of job training and rotations in Japanese manufacturing organizations. An attention is focused on the issue of how on-the-job training and job rotations operate in Japanese organizations, and whether these work activities motivate Japanese employees. The results from an analysis of qualitative data obtained from 40 Japanese employees suggest that on-the-job training and job rotations operate without causing major employee dissatisfaction, despite the fact that employees receive no substantive rewards for thesework activities. Institutional factors embedded in the workplace, such as normsgoverning co-worker relations, appear to be important prerequisites for sustaining the system of skill formation in Japan. The results also indicate that on-the-job training and job rotations do not necessarily enhance employees work motivation. Japanese employees tend to view co-worker training as burden. Job rotations seem to discourage employees when they are obliged to move against theirwill.

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Chinese workers and managers employed by the Sino-Japan joint ventures (N=6, 478) in the north, east and south China were asked to respond the questionnaire designed to explore Chinese employees' attitudes toward their joint venture firms.
The questionnaire included items for measuring image of Japanese, satisfaction with employment conditions, excellence of welfare programs relative to American and European joint ventures, willingness to quit and preference for the Japanese joint venture as a place of work. Results of the data analysis indicated that although Chinese employees appreciate hard working and efficient Japanese management, they rated Japanese manager's personal character negatively. Also, the level of satisfaction wish working conditions, especially that of pay, and preference for Japanese joint ventures were found low. These results were interpreted to indicate a lack of understanding of Chinese culture and its people by Japanese managers.

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For Chinese-Japanese joint undertakings, the key elements of achieving success are not only capital and technology, but also the establishment of principles and patterns of management.It will be of very significance for economic cooperation between China and Japan to undertake practical investigations and theoretical work on the above task. This paper presents results of a study aimed at this task. A survey was done at enterprises in China and Japan in 1990 and 1991. A Darphy's method developed by the Rand Institute, U.S.A. and other psychological research methods were used to explore young employees' attitudes toward work and occupation.
The results suggested that: Employees of Japanese enterprises considered that the lifetime employment would be weakened gradually, and they did not hope it would be completely abolished, while those of Chinese enterprises considered it would be weakened gradually and should be completely abolished in future. Nearly half subjects of Japanese enterprises considered that the seniority system would be weakened gradually while most of Chineses employees considered it would be considerably weakened in future. Chinese employees showed much stronger e pectations for weakening seniority and lifetime employment systems. As for which is more important between educational background and capabilities both Chinese and Japanese employees hoped unanimously that more attention should be paid to the practical abilities and the wage system based on capabilities. Also both of them hoped that further attention be paid to employees' speciality, qualification, knowledge, accomplishment, personality development, sparetime interests and individual lives.
These results were interpreted as indicating the important personnel managememt aspectes for the successful Japanese joint ventur operations in China.

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