As the globalization progresses, people, goods, capital and information move around the world freely. In this globalization age, ICT-based work style, telework, will get more attention. At first, this paper discusses the worldwide change caused by the advancement in ICT, such as hyper-specialization with which people can work globally without moving around. Also, from existing literature, it discusses that network-based management style, such as overseas subsidiaries and/or global partners, is fundamental in the globalization. Next, the effect of the advancement of ICT on telework is described, and then relationships between telework and various factors such as hyper-specialization including crowdsourcing, network-based management, and global human resource, are discussed. Finally, the increasing importance of telework in global environment is mentioned followed by a new telework research area on globalization.

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The advancement of cloud computing technology has reduced the geographical and temporal=restriction on communication, and it has become typical to work in globally distributed environment. For example, crowdsourcing that matches workers and businesses globally through ICT gives chances for workers to get a variety of jobs from all over the world. However, since the crowdsourcing labor market is worldwide and there are more workers than job orders in this market, wage rates tend to be much lower in this market than those of the traditional market. In particular, in the micro-task market with many workers from developing countries, the low cost labor market has been formed. In Japan, the crowdsourcing market is in the process of forming, and very few studies have been conducted for the micro-task market in Japan. In this paper, a survey of workers in the Japanese micro-task market was conducted, and the distribution of worker's residential area and the relationships among worker's residential area, the influence of compensation for living, work time, and worker's motivation were tested. Findings of this study were discussed at the end.

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It is necessary, regardless strategy that depends only on the superiority of their own in the R & D in multinational companies, to build a competitive advantage on a global scale. It means, that will be utilized in the acquisition, exploration and a new source of innovation around the world have become increasingly important. In this paper, based on the case of Japanese multinational company, I would like to discuss about the role of telework in the globalization of R & D. Now you can do remarkable advances in telecommunications technology, knowledge sharing in real time, which is created in the R & D centers around the world. In recent years China has a huge market, or has developed multinational companies such as R & D activity which has attracted much attention, especially in the world. As a result of analysis of R & D unique method in China, where it was teleworking plays an important role has been suggested.

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Lots of enterprises are required to go global and employees in those enterprises are required for collaboration in a global team across countries or organizations. In order to boost performance as a team in such an environment, smooth communication and collaboration is absolutely necessary. It is difficult for us to collaborate with the other country's member who uses the other language and culture. Collaboration in a global team is well-established in our company and I am working as a member of a global team. In this paper, I would like to describe how Telecommuting contributes to effective collaboration in a global team.

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Offshore Outsourcing is growing rapidly as telework has made deployment of call centers to overseas possible. In this paper, an author examined and defined requirements to become candidate locations of offshore outsourcing, and reviewed if current offshore outsourcing locations meet such requirements in future. As a result, it was found out that India may lose advantages soon as their population explosion is ending and wages are increasing, whereas Philippines population is still growing as such their wage level may stay in the desirable level for offshore outsourcing locations for extended period of time. Countries such as Pakistan, Swaziland and Zimbabwe are discovered to be possible candidates of offshore outsourcing locations after reviewing their population prospects, national's individual income, and English language fluency.

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This paper attempts to examine what Japanese employment contracts of telework have become today and in the future from a viewpoint of a historical origin of contracts. In advance of globalization, Japanese traditional employment conventions will be not acceptable to both domestically and internationally. We should review ways to work by employment not only from viewpoints inside Japan but also all over the world. In Japan, according to employment law, employment contracts are formally agreements based on job. However, actual operations are practiced on membership contracts. According to the fact that an employee is one of members of his organization, there exist the long-term employment practice and the age-based remuneration system. In other words, it's inconceivable that an employee gets fired just because his position is no longer necessary for his organization. (Doctrines of abuse of rights of dismissal). This is applied only for permanent workers, and non-permanent workers are employed based on job contracts. In addition, now, there are over 30% of workers with non-permanent employment in Japan. Traditional membership contracts focused on permanent employee have limitations. In contrast, it is often said the reason telework does not become common in Japan is that it is difficult for organizations to manage workers. Traditional personnel affairs, managing members belongs to the organization, cannot afford to administer job itself. From the above-mentioned, it is proposed that Japanese employment contracts of telework should be shifted from membership employment contracts to job employment contract in the global age.

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We are requested to change voluntarily in the tough business circumstances and the global competition. On another front, we are exposed to three changes that cannot be stopped. The first is a change from socialism to capitalism. The second is a change from the industrial capitalism society to the knowledge society. The third is a social change in Japan. Then, I make sure of the change of the socialism of Russia, China, Mongolia, and North Korea in the Japan sea rim at first. Next, I consider the difference of progressive information society from the past industrial capitalism society, and I review the value of information. In addition, I verify the strong point of Japan that accomplished big growth in the past 100 years or more again. After basing these three changes, I confirm the recently movement of crowdsourcing coming to power and will refer the possibility of strategic use of JobCasting to which the discussion is advanced in the division of research association of the Japanese teleworking society. Finally, I institute three concrete strategies, personal exchanges and personnel training, deepen of business modulation technology, strengthen collaboration with the Japan sea rim nations for the achievement. If the following discussion about the Far East to the success strategy starts for 100 years in time of this text, I am great. After this text, if the following discussion about the Far East to the success strategy for 100 years starts, I am happy.

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In the existing research, cost savings with the use of ICT for companies conducting e-business (hereafter, "EB") have been mentioned but not verified, thus the cost saving effect of ICT for EB has been remaining as a general belief without proof. In this study, a comparative cost analysis is made between companies conducting real business (hereafter "RB") and EB by using a large number of financial statement data including data of small and medium-sized enterprises. The results of the study have revealed that the selling, general, and administrative costs to sales ratio of RB is higher than that of EB, but differences among industrial classifications have been found. In addition, it is found that, in some industrial classifications, the increase in customer and market costs exceeds cost savings. The findings of this study indicate that, contrary to the general belief, the cost saving in EB are not quaranteed, instead, the cost aspect of EB should be considered based on the industrial classification.

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From the investigation of companies' measures taken against the operation recovery and/or power saving after the Great East Japan Earthquake on March 11 2011, this paper classified business continuity plans (BCP) into two types: operation-recovery and operation-control, and proposed a notion of BCP-telework which consists of three subtypes: disaster recovery, pandemic recovery and power-saving. A comparative analysis of the multiple examples of telework implementation for the power saving in the summer of 2011 showed that the telework adoption and implementation was owing to special characteristics such as emergency measures, top-down decision-making, large scale implementation, and companywide sharing of awareness and tackling to the problems, each of which differs from that of traditional telework. Since BCP-telework enhances work-life balance for employees as secondary effect, this paper suggest that BCP-telework is a new effective measure to implement telework

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