The purpose of this short essay is to reevaluate the current status of local-for-global innovation in the context of research and practice. I confirm that local-for-global innovation is no longer an anomaly among the global innovation practices of multinational corporations (MNCs); rather, examples of this type of innovation abound. Moreover, I show that different types of local-for-global innovation are prevalent in today's global innovation context. Nevertheless, the empirical and theoretical literatures have not reached the stage of being able to effectively capture such complex forms of local-for-global innovation. After noting various limitations of the extant studies on local-for-global innovation, I propose a managerial approach to local-for-global innovation that I feel can make a significant contribution to the field of global innovation research.

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In the recent decade, outward foreign direct investment (OFDI) from emerging markets increased significantly. Although it is only a small percentage among OFDI from emerging markets, cross-border M&As against companies in developed countries have risen in a fast pace and a rich body of research has been studying this phenomenon. The aim of the paper is twofold: first it attempts to explain the influence factors on emerging market firms' choice of entry-mode into developed markets (i.e. M&A or greenfield). Second, it attempts to provide additional explanation for what triggers M&As in developed countries by firms from emerging markets. Existing literature explains that emerging market firms internationalize in order to gain access to strategic resources, know-how and brand names and that in the case of China the government actively promotes outward FDI flows since 1999. We pointed out that it is also important to consider the industry-level condition of host country and whether Chinese firms had inward foreign experience prior to their entry to developed markets. We collected data on Chinese firms' OFDI activity toward Japan in the period during 2002 to 2011. We tested our hypotheses on a sample of 75 cases of investment by Chinese firms and found that lower industry growth rates and higher inward international experience coincided with a higher likelihood of M&A.

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The purpose of this paper is to clarify how business models are localized and how they evolve through that process. In order to clarify this issue, we looked at the case of Nestle Japan's Nescafe Barista and used this case as an illustration for our discussion. In other words, we are aiming to clarify how business models originating from head offices overseas are tailored to the needs and circumstances of Japan and adapted to local conditions (i.e., localized) to achieve further success, by looking at the case of Nescafe Barista, a very successful recent case of this approach. In this paper, we presented details of Nescafe Barista and discussed the following points: (1) Localization comprised two aspects: the products and the business model. (2) The local unit (Nestle Japan) adapted the business model from one based on instant coffee to one based on an appliance (the Nescafe Barista coffeemaker). (3) Localization of the business model required that characteristics of meta-national management be incorporated into a global matrix organization, and that during the localization process, the local unit be given a lot of freedom to determine not only the products it would sell, but also the business model it would employ. Specifically, the local unit needed to exercise strategic initiative and negotiate with head office on product development and other aspects of business. Furthermore, to carry out such negotiations successfully, the local managers had to be creative and capable of logically persuading head office to approve their ideas.

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Nowadays many companies from developing countries, such as China and India, have a rapid expansion overseas by adopting Cross-border M&A. However, without certain competitive advantages, it seems much harder for these companies to achieve the success of M&A. The purpose of this study is to explore how the company corresponds to changes in the environment, and what's going to create new value in the management of M&A after running to face a complex, difficult task. In this study, I present the merging process between the organizations after the two companies, to take up the example of M&A to Geely Automobile of China car manufacturer was conducted between Volvo Cars has acquired established. I will continue to review and discuss the problem with the help of the case study, to inquire in questions, such as how far do the management integration, of whether valid in achieving the results of the M&A smoothly and quick. In the management of M&A after running to face a complex, difficult issue, strategy and top management layer governance should be integrated quickly. In this way, the way of business development and new organizational structure could be clear, the anxiety of the organization could be removed, and the motivation of employees can be maintain and improved. Thus, in the case of proceeding smoothly and quickly the management to pursue at the same time the co-existence and integration of different business models, more complex, issues of management of M&A after executing the importance of integration of strategy and top management layer governance is believed to be enhanced. Looking into the future, a comparative case study should be added, and the development of Volvo Cars and Geely Automobile should be followed.

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The management model in US-Based MNCs is in transforming towards what defined as transnationalization model. In oversea subsidiaries in US-based MNCs, especially for Japanese subsidiaries that have evolved to make decisions by themselves independently, it is becoming problematic and difficult to accept MNCs' requirement to negotiate for additional resources or support especially for decision is made locally. Therefore, it is required to re-confirm about negotiation procedure within transnationalizing US-based MNCs by Japanese subsidiaries for their owned decision-making. In theory, this article is relied on Luhmann's social system theory, as "systems of communications" focusing on "meaning". Because transnationalization affect communications within MNCs; multi-centered and negotiation based decision-making. Through HP Japan case study, we found the hypothesis of the process as followings; (1) Internal embeddedness in operational previously as fundamental, (2) accurately "semantization", (3) Visualization to get recognition and approval, (4) Rationalization after-the-fact, (5) developing competitive capability through initiative-taking with rationalized "semantization", (6) finding other rationalisable "semantization" through initiative-taking as above, (7) updated or reinforced with rationalization on other "semantization". The key findings are that negotiation in diversified MNCs enables to lead rationalization in varieties of context or values ("semantization"), and not only capability development but also visualization and Strategic Internal Embeddedness will be important to reinforce rationalizations. In addition, for such rationalization to happen, intention of Visualization and deep "Operational Internal Embeddedness" are important prerequisites for oversea subsidiaries.

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It is generally said that innovation is produced in advanced country, and after maturity of domestic market of the country, the new product will be popularized also in emerging country. And, through technology spill over, the production base of the product will shift from advanced country to emerging country of which labor cost is lower than that of advanced country. This phenomenon is called as harrowing-out of industry in advanced country. Many manufacturing enterprises in advanced country, also tend to lose their competitive competence through globalization. However, YKK in Japan is an exceptional enterprise because it has been grown up so rapidly in these several decays, and still keeps its high world-wide-market-share of over 40%. The detailed analysis on the relationship among export ratio of products, production level, technology content, and market need clarified that they produced additional innovation by facing to special market needs in emerging country, even though they absorbed advanced technology from USA at the beginning. This additional innovation produced YKK's core competence and a new business model that contributed to YKK's high market share of current years. The analysis implies on how current Japanese manufacturing industry can overcome the difficulty in globalization and their stagnated situation.

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This paper is an exploratory case study of M&A transactions of a major Japanese pharmaceutical company, with particular emphasis on resource allocation. Until now, most M&A deals in the Japanese pharmaceutical industry have been horizontal integrations of domestic corporations. Accordingly, experience and knowhow involving cross-border M&A transactions have not been readily available. This paper examines Takeda Pharmaceutical Company, one of the most aggressive drug makers in Japan in cross-border M&A activities, to identify factors that Japanese pharmaceutical companies should take into account when acquiring overseas rivals. It is the contention of this paper that companies must first determine which resources they lack before they choose acquisitions as a means of obtaining resources. This requires the establishment of the clear M&A strategy. Second, cross-border M&A deals have a high risk of failure. Therefore, companies must give sufficient consideration to domestic acquisitions as an alternative solution. Thus it's important improvement in the ability to identify. Third, in cross-border M&A transactions, businesses with differing cultures and systems must be integrated. Thus, it is important to have a global outlook and make preparations for resource reallocations that will become necessary after merger. The analysis this paper points out a new insight in this respect.

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This paper aims to explore key success factors for BoP business. Through 111 case studies of successful BoP business around the world, fifteen business models and three theoretical implications were revealed. Pict Illustration method was very useful to simplify and categorize business models. Seven symbols are used in Pict Illustration to explain the flow of product, service and cash between major stakeholders. This can easily grasp the whole picture of business and classify various BoP business under fifteen models. These successful models can be put into three categories: Strengthening Value Chain Model, Improving Profitability Model and Forming Ecosystem Model. Three theoretical implications are summarized as follows; (1) realizing the profit of the company and profit of the BoP society simultaneously, (2) building unconventional partnership, and (3) overcoming the discontinuity of business Fifteen models and three theoretical implications are, so to speak, standard basic strategies for success. The possibility of the success increases markedly by holding down this standard strategies and implications. Japanese companies could expand the high potentials of success in BoP business.

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From January 1st, 2014, the European Union launched the new Research and Innovation funding program called "Horizon 2020". Horizon 2020 is a seven-year funding program (2014-2020) initiated by European Committee as a post-7th framework program (2007-2013). The indirect actions of Horizon 2020 is be implemented through the forms of funding which is expected to accelerate and realize the research and innovation policy drafted by the European Committee. The European Committee plan to invest nearly 80billion euro (in current prices) toward the R&I related projects for the term. The size of the budget is the largest amongst the previous framework programs (FP1[□!×]FP7) and also the largest public research fund in the world. This paper has two objectives. First, it aims at grasping the role of Horizon 2020 comprehensively by focusing on the relationship with its prescribed strategy called "Europe 2020 Strategy". Second, by giving full consideration to the different budget allocation of conventional framework program and Horizon 2020, it tries to clarify the following features of Horizon 2020 indicated by European Committee: ・Cross-cutting approach: cutting across the boundaries of traditional spectral policy ・Challenge-based approach: brings together resources and knowledge across different fields, technologies and discipline in responding to societal challenges ・Holistic approach: to ensuring a broad approach to innovation, which is not only limited to the development of new products and services on the basis of scientific and technological breakthroughs, but which also incorporates aspects such as the use of existing technologies.

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