This study specifically examines a subject that has received little attention: repatriation processes occurring after an international assignment. The study assesses both the difficulties and the cognitive gaps faced by repatriates, which are said to hinder efficient adjustment after repatriation. By identifying the details of these aspects, the results suggest means of better repatriation support to facilitate repatriates' adjustment. The responses to the survey's two open-ended questions related to "cognitive gaps" and "difficulties" arising in repatriation were coded and categorized. The total number of responses was determined for each category as a figure indicating a frequency. Categories of responses to questions in the two sections revealed issues that had not been uncovered in preceding studies of gaps in repatriation and repatriation issues. "Cognitive gaps" and "difficulties" in repatriation were found to have different causes. Regarding "cognitive gaps", most respondents described that the state of affairs in their home organization, the mode of the job, and the style of life environment had changed. With respect to "difficulties" in repatriation, most respondents described that they confronted a lack of information in their jobs, difficulties in selection of their new housing, and problems related to family life. Based on those study results, a repatriation support framework was developed to reduce repatriates' "cognitive gaps" and "difficulties". The framework comprises three parts: supplying information to repatriates, understanding and consideration of the people surrounding repatriates, and organizational practices. During a short period, repatriates must address numerous issues such as learning their new organization and job and establishing a basis of living. Facilitating their learning and adjustment necessitates systematic and effective support. Regarding the form of support, assistance that corresponds to individual circumstances must be selected and provided.

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Recently, some Japanese companies have established the system of international functional division of labor that domestic bases specialize in research and development while foreign subsidiaries specialize in mass-production. Under the international functional division of labor, foreign subsidiaries are thought as more important because they exclusively mass-produce. Therefore, capability-building of foreign subsidiaries becomes a more important task for multinational companies (MNCs) under the international functional division of labor. It is known that support from domestic bases is important for Japanese foreign subsidiaries to develop their capability. However, the existing researches about Japanese companies have never focused on MNCs under the international functional division of labor. The relationship between domestic bases and foreign subsidiaries in MNCs under the international functional division of labor is very different from that in MNCs which is not under that. Therefore this difference can cause some problems in support from domestic bases for capability-building of foreign subsidiaries. In this article, I set it as the purpose of this research to clarify "the problems which may arise when domestic bases support capability-building of foreign subsidiaries which face an environmental change under the international functional division of labor". To attain this purpose, I perform a case study on alpha company, one of Japanese hard disk drive manufacturers. From this case study, I clarify that the international functional division of labor includes two factors which can hinder domestic bases from supporting capability-building of foreign subsidiaries which face an environmental change. These factors are "the bias of information selection" and "the difference of environment which each company faces", both of which are caused by the division of labor. And I also clarify that the international division of labor also can hinder capability-building of foreign subsidiaries which face an environmental change by hindering support from domestic bases. From these findings, I insist that the international functional division of labor isn't necessarily a desirable organizational structure from a dynamic viewpoint based on capability-building of foreign subsidiaries. Therefore MNCs which select the international functional division of labor should consider a way to overcome the problem included the international functional division of labor.

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The purpose of this paper is to clarify why the TFT-LCD key component industry (for example Backlight and Color-Filter) of Taiwan could catch up Japanese that was very strong in the field. In other words, we seek to understand why they choose which architecture positioning movement strategy, by the approach of architecture positioning. The results show that although the most of key component belong to integral products originally, by technology transfer or cooperation or circulation of core parts, their interface and architecture became standardization gradually. That means the most key component hold modular architecture recently, especially Backlight industry. For example, the Taiwanese Backlight maker used the chance of modular products, to reduce high product development and coordinate expense, and to invest China actively. Because the Backlight maker also had the integral design capability for optical and metallic mould and system structure, they could satisfy with various customer's needs and lower cost rapidly. In addition, the mix combination of internal product architecture (integral or modular) and products market (customization or standardization) for the architecture positioning movement strategy have four selection. This paper also indicate the following proposition was important. That is whichever selection must corresponds with the pride field of our's company. The Backlight maker choose the strategy of modular and customization that are similar to the field which Taiwanese maker are good at modular products. Therefore, they could catch up Japanese and show the international competitiveness than Color-Filter maker.

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This paper aims to analyze the recent combination strategy of "Standards or standardization" and "Intellectual property right (IPR)" concerning AIDC (Automatic Identification and Data Capture). AIDC is automatic data recognition technology that identify peculiar information on goods with the bar code and RFID, etc. The theory and cases are considered from the viewpoint of the business model as the innovation of technology. The cases take up the business model that relates to "Standards or standardization" and "IPR", and clarifies the business model of Denso that keeps competitive advantage in bar code related market and Intermec that keeps competitive advantage in RFID related market. The combination of "Standards or standardization" and "IPR" can form competitive structure in the market. The combination can form six types. According to the author's investigation, the business model that type 3 (Intermec) and type 4 (Denso) make profits.

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This study considers the possibility of applying strategic international human resource management for investigating expatriates of Japanese companies. It is based on a review of important articles from Japan, other countries and the result of preliminary research by the author on the experience of expatriates in an overseas business. Because of increase in globalization of management, practical use of human resources is required for further development in Japanese companies. In particular, it will become important to employ the employee who takes charge of international business for Japanese companies. Japanese companies have two issues in recruiting expatriate candidates. First, Japanese companies have a fundamental problem of having a limited number of expatriate candidates under the policies of 'reduction in the work force' and 'change in labour view'. Second, there is an increase in the number of employees who dislike transfer to a distant place. Therefore, recruitment of expatriates of Japanese companies has been very difficult. It is concluded that effective human resource management for expatriates will be quite important for Japanese companies. This paper is organised as follows: First, the definition of expatriate is assessed briefly. Second, after reviewing important articles from Japan and other countries about expatriates, their 'Career Cycle' is reviewed from the viewpoint of 'selection', 'training', 'appraisal' and 'repatriation'. Then, the limitations of previous studies are pointed out from the viewpoint of contribution to business. Third, studies on 'the attributes of the expatriates' are reviewed and the attributes are re-examined. Fourth, because of continual globalization of management, for the maximum practical use of expatriates, I considered the possibility of applying the framework of a strategic international human resource management to the study of expatriates. The combined function of 'strategy' and 'human resource management' should be considered important. Finally, the limitations of the study are discussed.

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