Journal of International Business
Online ISSN : 2189-5694
Print ISSN : 1883-5074
ISSN-L : 1883-5074
Volume 12 , Issue 1
Showing 1-6 articles out of 6 articles from the selected issue
  • ― A Pioneer of the Cool Japan Strategy: The Case Study of Japan in Motion
    Keiji WATANABE
    2020 Volume 12 Issue 1 Pages 1-16
    Published: 2020
    Released: October 23, 2021

    This article analyzes the process in which the Japanese terrestrial local broadcaster overcame the differences of culture and institution which had been regarded as the substantial barriers against internationalization of broadcasting business. The case of this article is about the broadcast content, Japan in Motion, which TSS-TV Group, part of Fuji Television Network, has started broadcasting in France since 2009. Japan in Motion is well known as a pioneer of the Cool Japan Strategy. In the field of internationalization of broadcasting business, the media studies focuses on the cultural difference and the international business studies focuses on the institutional difference. Ghemawat (2007) proposes to include the both differences within the CAGE Distance Framework in which he considers them as the most substantial barriers against internationalization of broadcasting business. According to this framework, he states that the firm must analyze the distances (differences) ex ante and then must practice an international strategy to control the distances. However, through analyzing the case of Japan in Motion, this article discovers that TSS-TV Group went through the different process from what Ghemawat states, and thus theorizes the process from different perspectives.

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  • Recruitment and Selection from Eight Japanese Subsidiaries in Vietnams
    Nana WENG
    2020 Volume 12 Issue 1 Pages 17-42
    Published: 2020
    Released: October 23, 2021

    Based on Pudelko and Harzing (2008) “golden triangle” regarding multinational enterprises’ human resource management (HRM) practices, this paper discusses a new approach: the subsidiarylevel “hybridization” of HRM practices. Additionally, this paper collects data from eight Japanese subsidiaries in Vietnam to divide this new hybridization approach into four types, which are ultimately analyzed in terms of critical recruitment and selection (R&S) practices. Theoretically, this study advances four types of hybridized R&S practices: Type 1 (J+V), Type 2 (J+U), Type 3 (V+U), and Type 4 (J+V+U). Incorporating data from eight semi-structured interviews and surveys, this study mainly concluded that: hybridization widely exist among Japanese subsidiaries, which indicates that subsidiary-HRM practices are influenced by country-of-origin effects, dominance, and local contexts. Ideas for future research and practical implications are also discussed.

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  • Ryosuke TAKEUCHI, Yoshiki KAGEYAMA
    2020 Volume 12 Issue 1 Pages 43-54
    Published: 2020
    Released: October 23, 2021

    This research presents the history of food market creation and development initiated by the entry of foreign companies.

    Previous research deals with markets developed immediately after the entry of a foreign company. Naturally, not all new products and markets have developed quickly. The market entry of foreign companies and their outcomes are diverse. Therefore, this study examines the history of cases that took a long time to develop after the market for products was created, starting from the entry of foreign food companies. By taking such cases and carefully tracking their history, it is possible to create a historical snapshot of the development of the market created by the entry of foreign companies.

    This paper covers the introduction of cereal foods and the development of the market. We examine it from the viewpoint of "creation of product category." This has resulted in changing definitions of product categories for cereal foods, and it has become clear that the product has been “created” many times as a new product category.

    This research identifies two points:

    a) Foreign and Japanese companies interacted to create new product categories for new cereal foods and repeatedly attempted to redefine these categories.

    b) After much trial and error, the cereal food market was finally developed through redefinition as an attractive product category compatible with the local food culture.

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