Chinese companies usually tend to adopt an imitation strategy rather than the independent development. However, the Chinese electric bicycle company Luyuan Group implements innovation-oriented R&D strategy in its infancy stage by setting separate R&D departments. This company produces bicycles with independent intellectual property by successfully separating the fundamental research department and product development department. Therefore, in order to clarify how the change of the organization structure promoted the engineers ’ability, this study investigates the career formation processes of the development engineers by conducting interviews. According to the results, matrix development structure, which is the result of organization changes, can both foster multi-faceted skills and maintain the expertise of engineers. Moreover, Luyuan Group trains the professional experts with another route to facilitate the multi-skill engineers to complete development projects. In summary, Luyuan Group improves multiple abilities and mutual coordination of engineers by instructing them with two different career formation routes, thus leading to the successful product development.

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In this paper，I describe Japanese tier2 supplier’s strategy and adaptation of environmental changes in China. In Japan, The study of tier2 suppliers is not many, but tier2 suppliers expand into China. Therefore, in this paper, a subject of study is Japanese tier2 supplier, Nissin Kogyo Co., Ltd. Nissin Kogyo makes inroads into Suzhou city, Tianjin city and Foshan city in China. Suzhou’s location is East China, and Tianjin has many suppliers of Toyota group, Foshan’s location is South China. South China has many automobile companies and suppliers. Therefore, I conclude that Nissin Kogyo is principal example of tier2 supplier. The conclusions are below. Firstly, Japanese tier2 suppliers are leading technology of Chinese suppliers. Secondly, Japanese tier2 suppliers are finding new customer in China. Thirdly, the supplier system is crossed each other. That is, I prove the dynamism of Chinese automobile industry and supplier system.

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This paper clarified two points. Firstly, this paper clarified construction of external network ties and internal network ties of business incubators in Dalian. Secondly, this paper clarified the state of knowledge transfer accompanying construction of network ties. In addition, the difference between government-established non-profit business incubator and firm-established for-profit business incubator and the reason for these two points are also clarified. Regarding external network construction, government-established non-profit business incubator builds a strong network with other business incubators and business service infrastructure, and provides knowledge about policy, corporate registration, financial accounting, intellectual property and law to other business incubators and tenants. Firm-established for-profit business incubator builds a strong network with governments, universities, business service infrastructure and venture capital, especially providing policy knowledge, university personnel and investment knowledge to tenants. Regarding internal network construction, a weak network is established among the tenants of government-established non-profit BI. On the other hand, a strong network is established among tenants of firm-established for-profit business incubator, and technical knowledge flows in the network.

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The research object in this paper is Huawei’s performance evaluation system. The focuses of this paper are: first, the essential meaning of “Dedicated-employees” in Huawei; second, main provisions of “Huawei Basic Law” and its reflection on Huawei’s performance evaluation system; and third, how employees feel about this system. 　Huawei encourages all employees to sign the “Dedicated-employees Agreement”. As a result of interviews with several employees, it was found that employees were willing to sign the agreement voluntarily, even though it was based on tough labor. Besides, they tended to say that their “happiness index” is high. It can be seen that although the company’s requirements are very strict, employees accept them as the core values of the company. 　What is the concept of “Dedicated-employees”? How does the company actually identify the “Dedicated-employees”? And how do employees accept the company’s evaluation results? 　Through the actual interview survey of managers and employees at Huawei headquarters, the author confirmed the definition of “Dedicated-employees” in Huawei, extracted the content related to performance evaluation from “Huawei Basic Law”, and interpreted the connection of Huawei’s “Dedicated-employees Culture” and the fruitful implementation of Huawei. Through analysis and interpretation of Huawei’s performance evaluation system, this paper depicts the psychological balance between the company and its employees. 　The relationship between the performance evaluating system and the employee stock ownership plan should be the focus of the coming survey. The orderly explanation of the previous discussions on Huawei in this paper is expected to be a stepping stone to future developmental research.

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This paper investigates emerging country market through the Price-Quality Positioning map （PQP map）. First of all, this paper explains what the PQP map is and the reason why this map is applied for emerging market analysis. Next section shows analysis example of Indian air-conditioning market through the PQP map. Result of analysis reveals this map is useful to clarify sales targets of each company, competitive environment, and market changes. Finally, this paper suggests the PQP map as a tool to investigate each company strategies in emerging country.

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Research purpose investigates eight Japanese entrepreneurs in the Philippines and generalize their innovation as the new business trends. Research method is qualitative semi-structure interview. In addition to famous “The 7 sources of innovative opportunity of Drucker” and “Schumpeter’s 5 types of innovations”, the research focus on verification using “The New 3 Startup innovations （Time Machine Innovation, Pivot Innovation, Leap Frog Innovation）, as an analysis tool. The three declines of youth ‘entrepreneurial spirit’ ‘overseas desire’ ‘creativity’ and the loss of corporate growth power are one cause of the lost 20 years in Japan. 　In addition, issues about localization, problem solving process, overseas expansion are discussed. Key finding is the fact that Japanese young people innovate in a harsh environment abroad and succeed in startup business by entrepreneurship spirit.

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The companies of the developing countries are enhancing their presences in the world economy. However, few studies have been made regarding the internationalization of the companies belonging to developing countries, specifically retail and service companies. This paper aims to clarify the internationalization process of retail and service companies from developing countries, especially Southeast Asian companies. In the beginning, we will review briefly the conventional retail and service internationalization theory. Based on the performances of the previous research, we propose a hypothesis for the internationalization process model of non-manufacturing companies from developing countries. Next, through the case study of two Thai companies, Central Group and Café Amazon, we will verify this hypothetical process model. At the end, we will suggest the amended internationalization process model and the overseas expansion strategies of non-manufacturing companies from the Southeast Asia.

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This paper reviews the book Competitiveness of the East Asian Industries （edited by H. Shioji） and explores how to develop a methodology for industry studies. The review focuses on the following key concepts of the book: 1） East Asia Four, 2） the Prouducer Country Base （PCB） and the Maker Base （MB）, and 3） “innovation shift”, competition structure, and division of labor. First, East Asia Four （Japan, South Korea, Taiwan, and China） is a unique group of countries that foster Asian big businesses in the early twenty-first century, likely because they share a geographical and historical context and have been strongly influenced by modern Japanese industry. Second, it is essential to analyze East Asia Four according to the both criteria of PCB —domestic production （regardless of makers ’nationality） — and MB — global production of a country’s makers （makers ’nationality is considered） — to evaluate their global competitiveness in depth. The strength of brand nationality especially represents the collective market power of the firms of a country. Third, “innovation shift” signifies a fundamental change that disrupts the structure of competitive advantage among nations. It may accelerate a challenger nation’s catch-up or cripple it. Thus, we can classify catching up strategy into two types—one that will cause an innovation shift and one that will not. Every industry has its unique competition structure and division of labor and this can be mapped on a 2x2 matrix.

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Although Japanese brand motorcycle have dominated the Southeast Asian markets since the 1960s, European products dominated these markets until the 1950s. The turning points resulted from differences in firm’s responses to the import substitution industrialization policies of Asian countries. This paper explores the market situation of Southeast Asia in the 1950s based on the materials of the Japanese Small Vehicle Manufacturers ’Association, and then clarifies how Japanese companies responded to their policies focusing Taiwan market. It was revealed that export-oriented company policy and the development of trade divisions of Honda Motor in the early periods made it possible to respond to local import substitution industrial policy earlier than other companies. Furthermore, the local government proceeded with the selection of companies by raising the local procurement rate of parts in a short period, underpinning Honda’s investment in production facilities for the Knock Down Assembly plant after 1962.

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The purpose of this paper is to examine the increase in the global competitiveness of East Asian countries （Japan, Korea, China and Taiwan） in die and mold industry. And we presented the competitiveness including structure of competition and division between East Asian countries. Furthermore, we insisted that such structure of competition and division is closely related to technological innovations of die and mold industry such as NC Machine Tools and 3D-CAD which occur in East Asian countries.

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Many manufacturing firms are expanding their plants to explore global markets and facing significant challenges for managing increasingly complex global operations. In recent years, Multinational Corporations （MNCs） are rapidly increasing procurement in Asian countries. In particular, as the manufacturing technology of suppliers in China has made rapid progress and the supply base has been well developed, the number of MNCs that set up International Procurement/Purchasing Office （IPO） for doing global sourcing in China is increasing. The aim of this paper is to discuss the development and evaluation of IPO. We clarify the IPO deployment process and the evolution of its roles, to discuss the roles played by an IPO at different process of evolution and the change of roles over time, and also to consider factors of the evolution. We find that the roles of the IPO are increased gradually while involving proactively collaboration and interaction with headquarter and foreign subsidiaries. We also find that the IPO creates collaboration and interaction between Chinese suppliers and foreign subsidiaries to plan and develop new products together in order to expand the procurement in China. Finally, we show it is important to build a network between its parent company and foreign subsidiaries activities by advancing the cultivation of human resources.

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The purpose of this paper is to consider the sources of technological competitiveness of the Korean semiconductor industry since the 2000s, particularly from the point of view of the development of memory semiconductors devices. The following issues are discussed. Due to the diversification of semiconductor memory devices, the development of multiple kinds of devices including DRAM, synchronous DRAM, Double Data Rate (DDR), flash memory and Rambus memory have been promoted concurrently. The factor driving diversification of semiconductor memory devices was the paradigm shift brought about by the advent of the Internet of Things, autonomous vehicle technologies, the Cloud, big data, and artificial intelligence since 2010. The diversification of semiconductor memory devices has brought about complementary relations among multiple memory devices and market segmentation. Korean semiconductor companies have developed three-dimensional semiconductor memory devices that are laminated semiconductor memory cells, in advance of other foreign companies. The factors driving the need for lamination were the limitations of Moore’s Law and miniaturization. Through the use of all three dimensions, it is possible to increase the information capacity and transfer rate, reduce power consumption, and attain superiority in technology competitiveness. Since the 2000s, Korean semiconductor companies have conducted patent activities ahead of others. For example Samsung Electronics and SK Hynix have acquired many patents for NAND flash memory and next generation memory technologies and have secured precedence in patent applications. As a result, Korean semiconductor companies are profiting over their foreign competitors by benefitting from their early and positive participation in patent applications. In this way, since the 2000s, they have applied for patent applications in advance, enhancing the technological competitiveness of semiconductor memory devices. It was a huge capital investment in research and development by Korean semiconductor companies that financially supported the diversification of three-dimensional memory devices such as laminated semiconductor memory cells, as well as patent activities and international standardization activities.

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With the normalization of Japan - Sino government relationship, the momentum of third - country market cooperation is under considering. In this paper, I examined why the relationship between Japan and Sino is improving recently, and what kind of pattern of infrastructures ’area cooperation between Japan and Sino companies alliance in the third country market is practical and beneficial for both countries．

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This essay shows management strategy of Japanese FDI under the Belt and Road Initiative(BRI）. SPEC analysis, strategic alliance and open innovation under management theory are employed to find out the management strategy under BRI. Almost all BRI countries are Limited Access Orders（LAO） except some West European countries（Open Access Orders）. Country risk of BRI can be evaluated with 6 factors of LAO. China and many BRI countries believe in Asian values Theory and neglect basic human rights and democracy. But the Asian values Theory is far from Communitarianism which debates with liberal democracy, as Asian democracy neglects participatory democracy, which Communitarianism requests. In BRI emerging ESG issues may be solved with participatory democracy. The essay shows 4 strategies under adversity of Japanese FDI or Japanese companies under BRI may take advantage of China-led BRI.

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This paper addresses issues in supply chains of natural materials in the automobile parts manufacturing sector. Problems unique to the supply chain of natural materials for steering wheel manufacturers are examined with improvements explored and solutions offered. Automobile parts suppliers are forced to cope with fluctuations of demand from downstream. However, suppliers using natural materials need to respond to additional fluctuations of supply in material from upstream. This conflicting flow in the supply chain due to material differences has not hitherto been fully researched. This study focuses upon the problems faced by two Japanese automobile parts suppliers, one using bamboo and the other using leather. Interviews conducted on site reveal how the suppliers overcame key problems. The study suggests parts suppliers might be key to improving the supply chain of natural materials by optimizing inventories in the middle and functioning as a buffer.

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This paper is to make clear O2O business in automobile after-sales service market in China. O2O is abbreviation of “Online to Offline”, which means website information （online） makes consumers lead to real shops or service （offline）. There are three main backgrounds of expanding O2O business in China. The first point is to shift from personal computers to smart phones and mobile computers of website terminal devise. It impacts to develop easy mobility anywhere. The second point is to expand application software in them. It impacts to develop easy access to any service through icon applications. The third point is to shift to credit card to mobile payment in monetary settlement of website. Especially “WeChat Pay” and “Alipay” are covered over the China, in both real shop and website. In the Chinese automobile after-sales service market, three kind of O2O business are developing. Group 1 is also operating new branded franchised shops by famous Chinese car makers group, such as SAIC, BAW, etc. Group 2 is operating franchised shops by independent companies, such as IT enterprise, and famous EC groups. Group 3 is operating by foreign automobile companies, such as BMW and Lexus etc. Offline of Group 1 and 2 are franchised service chain shops, but group 3 is 4S-Dealers.

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In these thirty years, various Japanese restaurant companies have started business in Taiwan. However, they have been struggling to keep human resource, because of high turnover rate in labor market. Now, we can find a lot of Japanese style restaurants in Taiwan, in where, Japanese restaurant companies’ core competences are real Japanese taste and high service quality. But it takes long time to develop skilled workers whom can recognize real-Japanese service. Furthermore, recently, more Taiwanese young people study in university rather than start working just after graduated high school whom has been considered as future employees in food industry. Consequently, it becomes more difficult for Japanese restaurants to keep employees and to develop skilled workers in Taiwan. The study has done four hearing investigations in Taiwan to figure out how Japanese restaurant companies keep and develop employees in these circumstances. As a result, it found that one of Japanese restaurant companies effectively succeeded to keep and develop Taiwanese employees, with real Japanese way of taste and service quality.

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