The study aims to analyze the successful case of an Indian subsidiary, which takes initiative to cultivate and develop halal gelatin market, leveraging its locational advantages and its expertise. The study finds that the Indian subsidiary created the halal gelatin market, which helps in expanding the subsidiary of India along with subsidiaries from America and Canada within the group, and also benefits the parent company of Japan. Further, the study tries to explore, how the parent company got involved with the Indian subsidiary, and their relationship during the process. Through the historical process analysis, the study finds that the parent company does not interfere so much into its subsidiary in creating new markets, which are not familiar with the parent company. The parent company needs to give managerial support to its subsidiary when needed. The key to success in creating new markets is that the parent company needs to take the appropriate measures in the involvement into its subsidiary.

This paper aims to describe the global business area, Born Global Company (BGC hereafter), and marketing strategies. Both are attracting more attention in the 21st century global business world than before. When we look back on the past than 400 years, like the historian Thomas Friedman, we divide into 3 phases. G1.0 is from 1492 to about 1800, G2.0 is from about 1800 to 1994, and G3.0 is from 1995 (World Trade Organization (WTO) was established.) We focused on G3.0 (after WTO establishment), and we studied background and growth of BGC and marketing.

BGC is considered as global expansion of Schumpeterian innovative small and medium sized enterprise. What led to the idea of innovation and marketing was thoughts of Pragmatism, born in the late 19th to the early 20th century US. Drucker combined these two ideas, and nowadays these are being synthesized into entrepreneurship.

In 1993, McKinsey, Melbourne subsidiary, informed intra-firm's members of BGC elemental ideas, and since then BGC has been studied around the world. In 21st century, various types of academic studies are taking BGC.

Recently, the Japanese researchers of BGC have grown in number, but still smaller than America, and Europe. The one reasons is small and medium sized entrepreneurial enterprises in Japan are regarded as contract of big business rather than in the US and Europe. Another reason is that the researchers have put too much emphasis on the manufacturing sector.

This paper proposes that we consider BGC and global companies as an integrated model by showing that BGC is a form of sustainably growth to a global company. BGC is small and medium sized company, and grows to global company in sustainable growth process. As Drucker suggested sustainable and growing globalization of company accomplished its goal.

Finally, we explain growth model of Google. We will show how different Google is from the growing companies in the past, and how it is growing with an emphasis on technological development.

Is there any ‘methodological frame’ in qualitative researches? What kind of methodological criteria are adopted in `high quality’ qualitative papers? The purpose of this paper is to draw out essential methodological factors to be robust qualitative research, from existing studies. Review of 92 qualitative papers of IB top 3 journals, JIBS, MIR, and JWB, induced 9 commonly adopted methodological criteria. This 9 criteria for scientific qualitative research need to be seriously considered and adopted in the process of research design, execution and writing, to stand on a same communicative platform with overseas qualitative researchers.

Nowadays, business eco-system is perceived as one of key concept in strategy and aggressively discussed in many industries focusing it's critical role of network and platform. However not enough studies clarified it's process of generation and practical application of implications in the field of global marketing.

Purpose of this paper is to examine the process of emergence of new insurance market category with Direct response business model and it's critical factors required to establish new market category through review of how competitive strategy and initiatives had mutual dependency and synergy effects and contributed to grow it's market category, with respect to framework of business eco-system.

This study clarified one perspective of “Omote no Kyosoryoku,” to establish competitive advantage in the market today which products and services lose it's competitiveness in short and fall into commodity category.

Previous international business studies on Dynamic Capabilities have omitted Japanese firms and therefore missed a chance to make a significant contribution to the theory. Earlier studies such as Teece (2014a) (2014b), Helfat and Winter (2011), and Penrose (1959) suggest that Dynamic Capabilities are necessary for the acquisition of competitive advantages in international competition, however they seem to conclude that Dynamic Capabilities exist mainly in company headquarters, not in overseas production bases. In other words, they consider that only operational and normal capabilities are transferred to overseas production bases.

However, Japanese firms have been trying to transfer and build Dynamic Capabilities in overseas production bases, through Kaizen activities. From the literature review, it can be inferred that this strategy of Japanese firms requires more managerial effort (Penrose, 1959) than in cases when mainly operational capabilities are transferred to overseas production facilities. This hypothesis is confirmed by the survey of International Motor Vehicle Program (IMVP) presented in this paper. Furthermore, we conclude that it is possible to manage the international transfer of Dynamic Capabilities successfully. To manage international transfer of Dynamic Capabilities successfully, it needs managerial effort to reduce coordination conflict among organizational actors in oversea factories. Of course this paper presents only a preliminary result. However it has important implications for future research.

The research for the relationship of HRM-FP in Chinese SMEs has become necessary. The purpose of this paper is to identify the current status of the empirical studies on the relationship of HRM-FP in SMEs, and to offer suggestions for future Chinese research. This study reviewed published articles selected from the articles which searched from the major databases in English, Japanese and Chinese (12 overseas studies & 11 Chinese studies), focusing on the topic of the relationship of HRM-FP in SMEs. This study's findings are: the results differ by analysis viewpoints of HRM practices and HRM system; there are some mediating and moderating variables between HRM and FP, such as strategies, HRM outcome and others; almost all of the 23 studies are “post-predictive” studies which measure HRM after the performance period; the indexes of FP differ by study, all studies mixed HRM outcome, organizational outcome and financial outcome together as FP. Based on these findings, I offer some suggestions for future research.

In this study, we determine why one home-based resource can be exploited as a firm-specific advantage (FSA) in the host market, whereas another resource cannot be utilized as a source of competitive advantage in the same location. We have proposed the resource repositioning framework (RRP framework), which is designed to explain the phenomena in which the market position for a home resource may be different from that of the host markets because the degree of customer preference and rareness of resource may differ from country to country, along with varying market conditions.

To test the resource repositioning hypotheses we have previously developed, this study aim to examine the initial market entry process (up to 5 years) of Ito-Yokado, Japnaese retailer into Chengdu in China. Our data shows that their home-base resources have repositioned at host market to be utilized as sources of competitive advantage and repositioning has a positive impact on firm's performance during an initial enrty phase. In addition to this, the repositioning practice helps the firm to find that there are NLB-FSAs can be exploited at host market, however it needs to mainatin a longer period to time (more than 5 years) for effectve transfer to the host market.

Many of Taiwan's SMEs ties with the local economy in the course of its growth and development, there is a history that has been formed in the industry cluster. On the basis of speed and production efficiency strength such as the competitive advantage of the component transactions that the industrial cluster is created, it is to have supported the improvement of the export competitiveness of Taiwan's SMEs. However, since the mid-1990s, in order to many of Taiwan small and mediumsized enterprises seek the advantage cost of the labor force, has been promoting the China transfer to the factory. This was while weakening the competitive advantage of industry clusters have been formed mainly by SMEs' factories. In addition to it, is progressing is the rise of the local supply chain to China local companies were formed, also had caused deterioration of export competitiveness of Taiwan SMEs. In order to break through the predicament, since 2000, promoting Taiwan SMEs tackle to build enterprise cooperation strategy and corporate alliances organizations, spread movement that tries to establish a new competitive advantage by differentiation of the market target or production quality.

The purpose of this paper is to approach the process of cooperation strategy of Taiwan SMEs to promote the sustainability of industrial clusters, thereby is to show the direction of a solution that can overcome the problem of lowering export competitiveness of Taiwan's SMEs. This study was conducted three case studies of Taiwan industrial cluster using a diamond model theory. The finding of the case studies can be summarized in the following four points.

The first is that the cooperation organization efforts were able to build further more complementary production division of labor evolved the trading relationship between the local small and mediumsized enterprises. The second point is, management achievement of the cooperation organization such as ‘the value of the product, quality, improvement of brand image’, ‘collaborative learning of creating an environment’ and ‘move away from price competition’, not only is shared between the organization members, but also to the local government agencies, academic institutions and other SMEs. The third point is that the management of the regional core companies was aware of the key person role, is to try to enforce a trust basis for the company members of alliance organizations. The fourth point is, SMEs cooperation organizations were hosting a number of activities, to build an environment of ‘learning and competition visible’, and enhance learning motivation in R&D, production, sales activities of the SMEs' value chai

This paper is aiming to explore the mechanisms between the transfer of R&D resources and capabilities from the host country and the R&D “local responsiveness” of the local subsidiaries during the establishment of a local R&D center in an emerging market context.

We conducted a case study of the R&D activities performed at the local technology center of Denso International Asia Co. Ltd in Thailand. By the detailed recording of the process of transfer, and the formation and strengthening of the local R&D capacity, we especially focus on the analysis of examples of local R&D responsiveness promoted by the transfer. We found that it is essential to transfer the resource and core technical capabilities of the parent firm to overcome various environment barriers and insufficiencies in emerging markets. By doing this, it is possible to solve a series of problems caused by the lack of well-developed R&D infrastructure, and in turn this will result in promoting the responsiveness of products' R&D.