"Workforce diversity leads to competitive advantage and/or improvement of organizational performance." Although a great deal of attention is given to this tenet of diversity management theory, originating in the USA, Japanese researchers and companies tend to focus solely upon this assertion, preventing a more profound understanding of diversity management as a whole. In this paper, we go back to Roosevelt Thomas, who is the pioneer of diversity management theory, and based on his remarks it will be affirmed that diversity management never intends solely to accomplish "corporate success" such as competitive advantage and improvement of organizational performance. Rather, it attempts to achieve both "corporate success"and "equal opportunity for employees." Therefore the definition is also "a comprehensive managerial process for developing an environment that works for all employs." This environment is absolutely imperative for the realization of both objectives. Another tenet of diversity management theory is that more emphasis should be placed on change and/or adaptation of organizations and less on that of individuals. In order to promote understanding of diversity management, we will then focus on the similarity of diversity management's tenets to those of disability studies, which are a new academic approach toward disability. Especially diversity management by pioneering U.S. companies will be described as a process of simultaneously implementing the various methods and activities which correspond to "practical models for social change" in disability studies. Finally, a possibility different from common belief is supposed. That is to say, Japanese companies may have a more advanced mode of employment of disabled persons than European and American companies, and so Japanese diversity management in this respect may be no less progressive than Western counterpart.

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In recent years, 'Diversity' has become a common buzzword in Japan. Some major Japanese companies have even established, a 'Diversity Office' to deal with diversity affairs within the company. What do we mean by diversity? What are the mechanisms through which diversity can build competitive advantage and enhance organizational performance? How does diversity research relate to prior international business research? How can future collaborative research between the fields of international business and diversity contribute to the advancement of theory and managerial practice? This paper addresses these questions.

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With the acceleration of Japanese auto production in China, Japanese parts suppliers are now shifting to supply auto stamping dies locally in stead of importing them from Japan. The purposes of this research are to find out 1) the reason why local supply of stamping dies that was considered technologically difficult has progressed rapidly; 2) whether or not the quality of local products has reached to the level of Japanese ones; 3) or any other reasons for this shift. This paper in particular discusses these reasons from the perspective of the prime user of Japanese parts suppliers. This swift growth of the die production in China has been influenced by the recent Japanese auto firms' simultaneous global production in addition to the "price gap" with Japanese products. In order to achieve simultaneous production identical stamping dies are required in all global production lines. However, Japanese die makers were not able to meet the global demands of the auto stamping dies, and therefore, "localization" of the die production in China where a large number of die makers exist. As for the quality of Chinese stamping dies, it requires 1) ordered designs and accurate forms; 2) mold processing capacities; 3) maintenance advantage; and 4) product durability. The quality depends on A) precision of mold machinery; B) raw material quality; C) design technology; D) data processing ability; E) trial capacity; F) surface treatment application. Chinese die makers have problems with B, C, and E as well as having inferiority with 2), 3) and 4). These quality issues of Chinese stamping dies are caused by the structural features of "lower production quantity of each model of Chinese automobile industry. In short, the auto stamping die industry has not been developed in the auto market in which durable material quality and productivity are a must. Japanese parts suppliers have been, however, trying to use less-satisfied stamping dies in the local market. Specifically, they chose Japanese or Chinese stamping dies depending on the auto parts and production numbers, processing materials, metalworking spots and mold shapes. They also improved maintenance capacity and surface treatment application as well as extending the short product life of Chinese stamping dies. During pressing, Japanese parts suppliers have also chosen structurally simpler stamping dies for lines with more processing operations, and employed after-work treatment at the expense of lower productivity.

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With increasing globalization, establishing effective relationships with various stakeholders has become crucial for multinational enterprises (MNEs) seeking to achieve sustainable development. However, the standard stakeholder theories are insufficient to guide them toward this goal. The standard theories are weak because they rely on static analysis of normative elements and organization-focused analysis. First, while the normative stakeholder theory is popularly considered to constitute the core of stakeholder theory, its models are based on a straightforward application of the existing ethical theories. However, norms can be time- and place -dependent. Since cultural diversity is increasing with globalization, mere application of the ethical theory is inadequate. Second, stakeholder theory has rarely been examined in the context of organization-stakeholder relations. Globalization has led to the emergence of dynamic MNE-stakeholder relationships, which needs to be incorporated into the theory. Toward this purpose, Michel Foucault's concept of "governmentality," which views government as a form of power is effectively applicable. According to Foucault, "government" is not limited to state politics alone. It includes a wide range of control techniques, and that applies to a wide variety of objects. In a modern society, neo-liberalism is considered to be a "technology" of government whereby power is decentralized and not only states but also intergovernmental organizations and non-state actors such as MNEs and non-governmental organizations (NGOs) are the configurations of government. Thus, "emerging" stakeholders such as NGOs become influential with MNEs. By reexamining the case of Royal Dutch Shell pic, this paper derives two important implications. First, it is important for MNEs to recognize the various types of stakeholders as the configurations of government so as to occupy the advantageous position in the competitiveness. Second, MNEs should identify and create optimal norms through a dynamic and mutual subjection process with stakeholders. Hence, the stakeholder view (SHV) which encompasses both the resource-based view and the industry structure view should be emphasized for the global competitiveness. In this sense, the concept of governmentality can offer an innovative development of the SHV theory and contribute to MNEs competitiveness.

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This study examines the effect of taxation policy on building global competitiveness in the semiconductor industry. Using the firm-specific advantage (FSA) and country-specific advantage (CSA) framework, past studies have found several major factors as CSA, such as natural resources, supporting industries, or domestic market. Recent studies suggest taxation for investment as a new CSA. However, it is not clear about what tax-system actually is, and how much it affects on investment. In this study, I investigate and compare the Korean, Taiwanese, and Japanese tax-systems for investment, and then estimate the effect of each tax-system on cash flow from investing plant and equipment. The estimation provides evidence that the considerable effect of tax-system for investment for last ten years and that the effect is growing as investment cost rises.

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The purpose of this paper is to suggest some conditions under which shipping companies transfer their knowledge to foreign seafares efficiently. I regard training for foreign seafares as knowledge transfer. This paper discusses the theme in terms of a case study of major Japanese shipping company and theoretical framework of knowledge transfer. I made interview researches to the seafare strategy division of the shipping company, ship management subsidiaries, and affiliated maritime college located in Japan, Singapore and the Philippines. Also, I made a participant observation on the container vessel which the company operated from Shekou (China) to Hong Kong, in order to comprehend particularly implicit knowledge transfer at the work shop. Based on this study, this paper focuses on the knowledge transfer of international shipping company. First, I define the concept of knowledge and knowledge transfer in the seafare strategy of international maritime industry. Second, based on the interview researches and participant observation, I discuss the case study of Japanese major shipping company, and consider concrete method and issues of knowledge transfer. Third, I suggest the conditions under which explicit and implicit knowledge transfer take place efficiently in terms of systematic training programs, continuous employment of seafares, appropriate audit, appropriate manning and crewing, formalization of knowledge transfer method on the work shop, and personnel evaluation system. These conditions enable shipping companies to increase absorptive capability of not only individual seafares but also shipping company as a whole, and to achieve standardization of knowledge at the corporate level.

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The study reported in this paper was carried out to examine how TQM implementation is accomplished, when culture change of a Sri Lankan public sector hospital is attempted in particular, on history of its TQM implementation efforts. Drawing from a Habermasian critical perspective, some ethnographic methods were employed as the methodology. The paper reports some findings and implications of the study as follows. Culture of the hospital has been changed from non-cohesive status to the cohesive status as a result of the Japanese 5-S based TQM activities implemented in 2000. However, TQM practices of the hospital have reinforced its culture change effort. Cohesive culture of the hospital was evidenced with positive teamwork, change oriented risk recognition, long-term orientation, incremental technology, and transferable visible. The TQM practices were evidenced with managerial commitment, non-managerial commitment, strategic focus, customer focus, human resource focus, process management, managing supplier relations, managing employee relations, and global focus. The positive teamwork appeared as the core cultural value, which was seen with managerial and non-managerial commitment to continuous improvement. The positive teamwork value has reinforced the other cultural values. The managerial and non-managerial commitment has reinforced the other TQM practices. Therefore, TQM practices of the hospital were seen with its cultural integration as both managerial (i.e., the director and Divisional Heads) and non-managerial (i.e., the doctors, Nursing Sisters & nurses, Technical Staff, Midwifery Staff, Clerical Staff, and Support & Auxiliary Staff) employees have shared those practices collectively. The hospital as a health care service provider has improved its service outcomes/performance combining both clinical and TQM oriented activities together. The hospital as a public sector organization in Sri Lanka has improved its service outcomes/performance through the Japanese 5-S based TQM activities implemented in 2000 as its modernization/innovative program. As a result, it has been awarded with several national level quality awards for the success and being more responsive to the public demands. Presently the hospital functions as a model public hospital in Sri Lanka. The findings reinterpret the existing understanding about public sector organizations in Sri Lanka that their innovative programs mostly mismatch with the attitudes and skills of the participants. In overall, performance of the hospital reinterprets the existing understanding about public hospitals in Sri Lanka that their rigid administrative environment discourages the efforts of enhancing their quality of service. As implications, the findings may be useful to public sector organizations particularly, public health care service providers in Sri Lanka and other developing countries to be more responsive to public demands through successful integration of TQM implementation. To overcome the limitations of this single case study, future studies on the topic need to be conducted as comparative cases and survey research, including private sector hospitals in Sri Lanka.

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A smooth transition from merchant provider "Supplier" to end user "Buyer" is a science and yet art in retail industry. In vast country like China, a model of Buyer-Supplier relationships is one of the major theories in Marketing Channel. However and unfortunately, only few empirical studies addressed such crucial working partnerships in China's retail industry. In recent years, the retail scene in China is very vibrant, growing and expanding dynamically. The buyers and sellers are increasingly organizing new "arm's length" arrangements in particular through the "Dairishou" system. If this system is set up professionally and efficiently, it will ensure smooth flow from merchandise production, to customer purchase, and this could prove to be very significant in term of profitability of an enterprise. The "Dairishou" is the middle merchant which supposed to perform 2 functions in channel network systems in China. One of the functions is to coordinate and consolidate inventories from manufactures and dealers as the supplier. The second function is to sell the merchandise through the retail space in the department stores and shopping centers as the retailer. The linkage of the 2 functions is the key factor of channel network in China. The primary purpose of this article is to highlight, emphasize our dependency and reciprocal action in distribution channel relationships. Subsequently examines and describes a framework for developing buyer-seller relationships through "Dairishou" in China retail market. When choosing distribution channels, companies need to rely on assigned principles that are aligned with their overall competitive strategies and performance objectives. Shrewd channel members attempt to manage their environment by judiciously selecting exchange partners engineering fitting exchange patterns and roles. (Dwyer and Welsh 1985) The authors use primary data from a national survey of "Dairishou" to analyze and investigate constructing channel network with buyer and supplier. As a result, the Dairishou as middle merchant most likely tend to use joint action with supplier rather than buyer. Perhaps the major implication of our study is that increasing attention must be directed in the future channel issues to promote progress in China.

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This paper aims at clarifying the launching process of the Iran-Japan petrochemical project (IJPC). The IJPC is well-known in Japan for its tragic and unfortunate destiny ending with the collapse of the whole project mainly due to adverse external occurrences. In this sense the IJPC is often regarded as the biggest and the worst failure case in which Japanese companies were involved. Therefore, all of the Japanese companies concerned have not disclosed any archival documents at all. To cope with this fatal defect for historical research the author applied an oral history approach along with a search for the existing documents such as the secondary literature and articles on the IJPC. Through the oral history approach the author tried to find facts which otherwise had not been disclosed and to analyze the IJPC from a novel perspective based on these new facts. In this paper the author draws attention to three important fact findings which seemed to influence the subsequent development of the IJPC. First, there was the distinct negotiation skill on the Iranian side, which resulted in the gradual receding position on the Japanese side from the beginning of the project. Iran almost always took the initiative in the negotiation and kept the Japanese side at bay. Second, there was a complicated conflict of interests not only between Iran and Japan but also among the Japanese companies themselves. They couldn't manage the conflict of interests and this brought about the delay of the project even at an early stage. As a result, the IJPC was trapped with organizational problems. Finally, the project moved forward despite its uncertain feasibility because the project was brought about by the top management of Mitsui & Co., the leader of the Japanese side, and the company expected some compromises from Iran in the subsequent negotiation. In addition, the project was coupled with the oil interest which was vital to Japan. The other Japanese partners followed Mitsui considering their own business interests and existing trading relationship with Mitsui.

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