New economy has been penetrating globally by revolution of Internet related digital technologies, and its positive and negative impacts to industrial activities are observed in Asia as well. In fact, the rapid leap of IT growing communities have emerged to contribute economic development, while “digital divide” has been more serious than ever in enlarging income gaps among nations, regions, industries, and individuals. Asian policy makers, therefore, has primary concern how to maximize benefits and to minimize demerits brought about by IT economy. Such private sectors like industry or firm could act strategically to the transition of national or regional economy under its discretion, but it is also evident that polarization had been accelerated between the strong and the weak and digital divide expands as outcome. What is critical in the issue is to read and explore dynamic framework between region and industry in terms of business model. Despite the serious concern of Asian government, the fact survey is little observed. This paper has to do with guideline papers to give indications for the seven national experts of different Asian nations. The major objectives of the research are focused to identify country wise status quo and discover relationships among regional policy, industry and firms.

Through the ownership arrangement reform, the government's direct administration of enterprises has been changed into indirect control by stockholder's right. But, the state, as the largest stockholder, still occupies 60 percent of all stocks and controls the listed companies. Consequently, the interior and exterior corporate governance has become a mere shell to listed companies.

It is most important to build a system that restrains state stockholder by dispersing and reducting state-owned stocks. However, owing to political reasons and plummeting of stock price, it is impossible to cut huge amounts of state-owned stocks quickly. So, various problems caused by the distortion of ownership and stock market structures cannot be solved over a short period of time.

However, after China's WTO entry, to sharpen the competitive edge of listed companies, the restrictions on foreign capital's share in listed companies should be gradually abolished. In the long run, this will improve both China's ownership and market structures, which will bring about standard corporate governance over listed companies.

It is the aim of this paper to review the backgrounds and features of corporate governance in Korean Chaebol. We can explain the traditional structure of Korean Chaebol from two features such as absolutely closed ownership concentration by founder on his family and highly diversified business structure. This ownership concentration, that means the lack of proper corporate governance mechanism, has been considered as the main culprits of the recent IMF crisis by the Kim Dae-jung administration.

In early January 1998, President-elect Kim Dae-jung and five tycoons of Korean largest chaebols agreed to drastically reform their business practices. The five-point accord, which became the main targets of President Kim's chaebol-policy was as follows: to hold chaebol leaders more accountable for their managerial performances, to boost managerial transparency, to improve their financial health, to focus on core businesses and to eliminate loan guarantees among affiliates.

In the last three years many drastic changes have been implemented such as to improve the transparency to increase the right of minority shareholders, to reform the board of directors trough nominating outside directors. But it has been often criticized that the Korean government is pushing the current reform without adequate preparation and study.

The Korean government has been interested in introducing the Anglo-American corporate governance system. But it seems to be very difficult that the Anglo-American system takes roots in the Korean soil, that is characterized by the lack of the dispersion of corporate stock holdings.

We find SOE reforms are divided into three steps. First step is the period from 1981 to 1985. Second one is the period from the adoption of dot moi to 1990. And third one is the period after 1991. But we think the term after 1998 should be classfied as fourth step because equitizations of SOEs dramatically increase and the other various measures to diversity ownership of SOEs, e. g. assignment, sale, contracting and leasing, are applied in that term.

We divide SOEs into small-medium SOEs and large SOEs, and analyze separately the existing state and problems of SOE reforms. Government aims to change the ownership structure through equitizations and divestistures for small-medium SOEs. Decree No.103/ND-CP accelates the assignment, sale, contracting and leasing of an entire small SOEs. The point that the Decree should be also applied to a part of SOEs is proposed. Most of large enterprises and strategic enterprises under the General Corporation will remain in Government control. And so, Government contemplates various measures through improvement of Corporate Governance to enhance efficiency and competitiveness.

Many Japanese automobile assembly makers have advanced to Indonesia and produce vehicles there. Its number of products is so low that most assembly makers can't get the economics of. scale .As you know, the assembly maker needs to the components of the car, which suppliers produce. The reason the transfer of technology from Japanese automobile assembly makers to local suppliers is delayed is that assembly makers don't have incentive to do because of the lower productivity. Another reason I point out is related to transaction cost. This paper focuses on the state of production on car industries and analyzes the effort of cutting down transaction cost between assembly makers and local suppliers.

Ever since China began enterprise ownership reform in 1978, state-owned enterprises have been facing the issues how to transform management systems from old mode into new one.

This paper discusses conversion of production management systems from production-oriented style to market-oriented one, from command economy style to market economy one.

Main aim of production management system under traditional command economy was just to accomplish the target directed by central government, and management was not required to take account of market demand.

Under the conditions of enterprise ownership reform, enterprise can independently decide and execute self-sufficient production plan, production process management, raw-material purchasing, labor force employment and marketing channel etc.

Under the new system, state-owned enterprises could enable to meet the demands of market in terms of cost, quality and delivery, strengthen R & D(research and development activities), get the ability of confronting harsh market competition, which lead them to more efficient and profitable ones.

Enterprises still have various kinds of problems to be resolved, such as further enhancement of meeting market demands, promoting advanced technology transfer and development of higher technology, making flexible and efficient organizations, restructuring business structures, introducing lively and active corporate culture and so on.

There may be a lot of difficulties ahead in the reformation of state-owned enterprise production management, but there will be no other way for China to survive under the conditions of global mega competition.

Foreign Direct Investment (FDI) has been mainly analyzed in the area of Business and International Economics, those have limited scopes to discuss an efficient market entrance or a localization process for multinational enterprises. On the other hand, we have started to discuss positive impacts of FDI to developing economies in the area of Development Economics, and in progress, evaluation of FDI from LDC side is practiced there. Considering the fact that the presence of LDCs is increasing in, over previous researches, creating another analytical method is essential, which involves LDC's position. And more precise study on FDI impact should be taken place for it.

In this study, along with the idea to research FDI more precisely, FDI impacts are discussed by sector and by region, mapping and impact Modeling are demonstrated, and Japan's FDI flows to Thailand is adopted as a case.

As a result of this study, it is reconfirmed that FDI impact show differentials by region and by sector, two methodologies tried in this research are effective to discuss FDI very precisely. Especially, created FDI map has a potential to develop, leading to GIS analysis in advance, impacts and roles of Japan's FDI will be figured out very clear. Since this tool contains LDC sided perspectives, situation of developing economies among the world economy will be adjusted when both positive and negative impacts are appeared by it.

In view of the presence of enormous child labours in South Asia, this paper aims to examine the legal environment of their employment in the three countries, namely Bangladesh, India and Sri Lanka in this region. It appears that although legal provisions and authorities to enforce those laws exist, those are not sufficient to ensure a healthy employment environment. The paper concludes that in order to arrest further deterioration of the current miserable condition, action is immediately needed to revise, renew, and enact appropriate laws and activate their application with cooperation from governments, employers, NGOs, CBOs, and other concerned groups.

In Japan and Korea they have accumulated their history and culture, having shared some parts of them for a long time. Even the companies in modern times are influenced by them. So we need to understand the administration of the companies from the point of culture. In other words, we can grasp the Japanese and Korean companies by placing them into the social-cultural-historical structure in whole. Culture here, means human relation, group to group relation in the economic society, and sense of value back to them and so on.

In both countries people in companies attend to wedding, funeral ceremonies, engaging to working. The behaviors of the office workers for wedding and funeral services are distinguished from the one inside of the companies to the one outside of. Even in the globalization these traditional behaviors exist.

Some say that this behavior works as a centripetal force for the companies and keeps good human relation among companies. Besides it strengthens the network of human relation of office workers, especially in Korea. The difference of these behaviors between companies in two countries is that the companies in Japan have religious rites for so called company community, but Koreas' don't. But these behaviors in Japan are disappearing now.

In the 1960s, the foreign subsidiaries of U.S. multinational corporations faced with the crisis of expropriation in developing countries by the upsurge of local nationalism and also had experienced the crisis of divestment in West Europe. Since 1980s, again, the divestment phenomenon are enlarged in quantitative and has been changing in qualitative by the U.S. multinational corporations. They are greatly converted into divestment with strategic nature as a result of a failure from the 1960s to the 1980s. It is the appearance of management strategy called 'Restructuring'.

This strategy considers not only the extension by foreign direct investment but the phenomenon of divestment that constant decision-making also included. These divestments have become the character as constant corporate activity that stated re-organization of the U.S. multinational subsidiary, which already spread out in globally. Moreover, slow growth of economy in developed countries implemented the divestment to indispensable action constitutionally for going-concern of the multinational corporations itself.

It is a subject for this paper to consider the divestment phenomenon rooted in maximization of profits that are the action principles of multinational corporations, and to clarify the strategic nature. Their actions are characterized by the strategic divestment in recent years from non-strategic divestment of compulsive and/or reduction. Some U.S. multinational corporations, such as GE and Monsanto, are performing divestitures or business exchange strategically in the profitable stage.

This thesis describes the widening of the supply network in Asian electric industry. It is particularly aimed at the two case studies which are the final products and key component businesses, i.e., 1. Color television and Cathode-ray tube. 2. Air-conditioner and Compressor.

In reality, there are business relations in the supply network of the key components between competitors. In Asia, competition structure inclines in price competition. The factor by which key components are supplied to such a rival company is because the manufacturers aim at acquisition of economies of scale.

Not only in production of finished goods, it is important how key components can be supplied and produced at low cost. In order for a supply company to gain the economies of scale of key components, it is necessary to sell to the competing company. In this way, the supply network is expanded in Asia.

If there are any kind of dealings between rivals, expansion of the supply network may make competition more intense. And in order to cope with the intensified competition, the total cost of the finished-goods and the key component parts needs to be cut down. Selling of the key components to outside companies has become the Asia shift (current drift in the electric industry in Asia) and, for the supply company, this has become one of the way to utilize the cost merit by vertical integration.

As a result, basic parts have been changing in accordance with expansions of a supply network. Cost is more weighed to make general-purpose parts rather than differentiating its performance.

This draft is to consider accounting and auditing thought in present China. This to set forth the following hypothesis and develop the discussion. The inherent Chinese bookkeeping is suitable for a kind of agricultural economy. From 1949 onward, Chinese bookkeeping has been revised to meet the needs of planned economy featuring agriculture and is basically fitted for agricultural economy. On the other hand, western accounting is suitable for commercial and industrial economy. Recently, as China is modernized (industrialized), it has to essentially be modified to western accounting. Looking also at the history for one century, Chinese accounting and auditing is prone to be influenced by political ideology. Ideology should have given decisive influence to Chinese accounting and auditing thought.

The argument for Japanese Style of Management (JSM) began in the form of three sacred treasures has been continued throughout the past decades. The definition of JSM since then changed according to different interpretations by authors and also according to different periods. In the 1950s the fundamentals of JSM were articulated and further developed there after. In the circumstances it may be assumed that would be focus of attached to scholars as well as those involved in management.

The universality of Japanese style of management or its possibility of the adoptation in different business and social settings has induced of new arguments over the meaning of Japanese management styles. The argument whether Japanese management could be adopted overseas is a question that requires answers both in theory and in practice. However, in the meantime a new thinking that the Japanese management could not be adopted elsewhere appears to gain ground along with an attempt in blaming host countries for the failure. Undoubtedly there can be difficulties in adopting Japanese style of management when the historical background of the host country is significantly different from that of Japan. However it is not only the host country which could be blamed for, but the Japanese business community, especially the mangers as well. In this respect the debate over universality and particularity is likely to be reemerge. In the circumstance, this research based on literacy review, field surveys and participatory observation tries to examine, analyze and explain the Japanese style of management phenomenon in the context of Asian countries.

This thesis tries to identify the elements on the Japanese side that have to be corrected and difficulties arising from Japanese sector in adopting Japanese style of management. The analysis is made through a research conducted in Sri Lanka, a small country in South Asia.

The main aim of this paper is to explain the present state of technology transfer from Japan into the electronics industry of China, and to get the implication on technology transfer to China in general.

This paper is composed of 5 parts. Part1 suggests that the characteristics of direct investment and technology transfer from Japan is closely related each other. Part2 analyzes the present situation of technology transfer and its impacts on the electronics industry of China. Part3 discusses how to perform technology transfer successfully, referring to so-called “proper technology” in accordance with the economic development stage. Part4 mentions Chinese governmental policies of introducing overseas technology and adaptable behavior of Japanese corporations. Part5 analyzes the lessons and implications from the experience of technology transfer from Japan to China.