Industrial structures in advanced countries are currently undergoing historic changes.
After 1990, the market economy expanded on a global scale, ushering in “the era of global mega-competition.” The dissolution and trasformation of socialism and the ecoomic development of Asia and Latin America have made “global optimal procuremant” a reality. As a result, production by advanced nations has flowed steadily out of the countries, creating situations described as the “hollowing out” of industries, or “de-industrialization.” Meanwhile, existing industries are maturing, making the creation of new industries an urgent need. Unless new industries are created, unemployment rates soar. This is why developed countries have adopted policies that support the creation of new industries.
As J. A. Schumpeter has pointed out, “new men and new firms” give birth to “new industries.” In other words, new industries are the result of entrepreneurship. To stimulate the creation of new industries, we must strengthen the entrepreneuraial sector.
Afer 1980, at the initiave of entrepreneurs, numerous new comopanies emerged in the U. S., leading to the creation of new industries. The movement acclerated after 1990, when industrial clusters were created and expanded. An example of a cluster is Silicon Valley, where the information communications industries are the base of R & D.
Now, Japan is a forerunner in the international economic community, and product innovation has become crucially important for most Japanese companies. Meanwhile, a growing number of large companies are relocating their production to other countries, and, as a result, existing industrial clusters are disintegrating rapidly. Smaller companies are closing down in growing numbers, and fewer businesses are starting up, which means that the number of smaller businesses relying on production technology is decreasing.
Despite all this, we are seeing a gradual increase in the number of smaller companies that carry out product innovation. The ideal scenario is for these companies to tie up with existing small, process-innovative companies to recreate indutrial clusters in Japan.

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India launched a new economic policy since 1991 under the structural adjustment programs negotiated with the IMF and the World Bank. The main thrust of the new economic policy is to deregulate import restrictions and to open up India to foreign capital. The power sector is no exception. The Government of India gave the “fast track projects” status to the first eight FDI power projects and decided to give them “counter-guarantee”. In spite of this special measure, even today not a single electricity has been generated by foreign capital mainly because of the political turmoil which occurred in Maharashtra in 1994 on Enron project, one of the most promising fast track projects.
Japanese government (MITI) as well as some private business groups are also eager to invest in India's power sector, considering India's vast potential market. However, there are two main reasons why Japanese investment in India's power sector seems to be very difficult to realize.
One reason lies on the Indian side. The problems of India's power sector cannot be solved solely by the power sector reform. Backed by the World Bank Government of India is recommending to State governments to launch the power sector reforms. But these efforts are just not enough to solve the problem. Indian chronic power shortage and chronic financial deficit of the SEBs come from a structural low-level equilibrium; a sort of vicious circle of insufficient related infrastructures, not only power but also roads, ports, railways, fuels and so on. This type of problem cannot be solved merely by privatization of the power sector suggested by the World Bank.
Another reason lies on the Japanese side. Not only Japanese power companies have little experience to do jobs abroad, but Japanese power development has never been executed in a competitive environment. If the cooperation for India's power development presupposes the execution of the power sector reform, then it would be a contradiction for Japanese to demand India to execute reform. After all, the possibility of Japanese investment in India's power sector depends on the possibility of power sector reform in Japan itself in order to upgrade international competitiveness of Japanese power companies.

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The reorganization of Chinese state operated automobile companies to profit-oriented enterprises is facing with severe difficulties. These companies has been supported by the government in terms of financial budget and sales market and it is impossible to manage these companies if these supports are stopped. The most important thing for establishing mass-production automotive enterprises is not to introduce high-technology and expensive machines but also to develop new original man-machine systems which are based upon Chinese wage level or technological fundamentals.

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The dramatic changes in business Environment with the economic development is one of the characteristics of the Asian region, especially in the case of Thailand. Thailand has experienced a influx of investments by foreign, including Japanese enterprises. The major reasons for Japanese enterprises to invest in the ASEAN countries, including Thailand, has been ‘the abundant supply of low cost labor’. However, as the results of the survey which highlight the ‘shortage of specialists’ and ‘large increase in labor cost’, the capacity shortages of the developing countries in certain aspects and attractive external factors could change in the negative direction within a very short period of time.
The issues on the industrial development change dramatically with the phase of economic development the country is in. For low income country, the introduction of market mechanism, relaxation of restrictions, development of the private sector, development of export industries, inflows of foreign capital, system for reception of foreign capital and establishment of industrial infrastructure are indispensable for joining the international economy. For middle income country, quality upgrading and higher value added production, development of supporting industries such as the parts and components industries, establishment of private sector led economy, human capital development, the establishment of information networks, technology, policy and system, and the accumulation of know how, and decentralization towards the periphery regions will be the center issues in order to upgrade from developing to middle income country. As for high income country, response towards the shift to service economy, the development of domestic market, R & D, advancement of high level technology and response to pollution and environmental problems are the major foundations for implementing the restructuring needed to upgrade to developed country.
While the response towards the changes in the business environment of the host countries such as changes in market conditions and competitiveness caused by economic developments are major management issues after the initial foreign investment, the important problem lies in the fact that the progress from the phase of low income to middle income countory occurs in a short period of time with rapid rate of economic growth. With too rapid rate of economic growth occurring within a short span of time may result in the break down in the balance between the fundamentals and the growth of the economy, and distortions may also arise in the fundamental framework. These have been observed in Thailand in recent years, with the investment boom. While problems in the external factors such as the lack of specialists and infrastructure bottlenecks have become prominent, by the nature of these problems, they could only be solved in the middle to long term.

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After emerging as a full-fledged capital exporter, the three tigers (Republic of Korea (ROK), Taiwan, and Hongkong) have changed their business patterns in East-Asia (major ASEAN countries and China) since the 1990. While their projects started to cover a variety of services besides manufacturing, they have established a broader network, bridging the local business and the multinational giants from the West and Japan. With their advantage of regional business network, negotiation skill, speedy decision making by owner-managers, they have grown as a reliable partner in each different way.
The investment by ROK has followed Japanese experience as the suppliers of mass-produced hardware, and as a result, there has been competitions at the level of final products between the two. However, at the level of intermediate goods, ROK has been highly dependent on Japanese suppliers contributing to create a complimentary relationship.
In contrast to ROK, Taiwanese capitalists have served as a key player for service, including Hotel, distribution and marine transportation etc.. In manufacturing, they have also found their advantage in supplying some capital intensive products such as petrochemical, or in competitive supporting industries, to realize a better division of labor with the giants smoothly. Though this networking strategy seems similar to Singapore, the advantage of Taiwan is supported by active participation of a number of Taiwanese small business, while Singapore has had weaker initiative to be more vulnerable to the giants.
Since Hongkong had transferred most part of manufacturing process already to China, their business in the 1990s has concentrated in coordination and business organization. In increasing number of infrastructure projects in this region, such as electric power plants, road construction, or telecommunication, Hongkong has succeeded in organizing some major projects by planning and negotiating with the host government, providing financial service etc., based on their own experience.
Judging from these business patterns, the emergence of tigers have benefited the giants with a wider selection of business strategies, while tigers themselves will be benefited by the network to further sophisticate their domestic industrial structure in line with the surrounding economies.

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The establishment of the recycling system has been required to provide one economic body with new resources recycled from wastes from other economic body, that is, from the industrial wastes, by reforming the current industrial-economic system that has led to the mass production, the mass consumption, and the mass wasting.
In fact, this concept has been already proposed as the Industrial Ecosystem.
It is the challenge to take the cycle system in the nature, which claims no waste, into the conventional industrial production system.
It indicates a necessity of the system shift from the independent production location to the integrated or the network-depended production. All it aims is to null the waste in the whole industrial sphere.
This kind of concept is now introduced to some parts of the industrial structure in Japan, and exists there as the resource recycling system for the industrial wastes.
In this investigation we have conducted some case studies on the recycling system for the industrial wastes from agricultural, livestock, and food industries in Kagoshima Prefecture, and a case study on the recycling system of the wastes containing nonferrous metals in Kitakyushu. Based on the results from these case studies, we have investigated the (locational) conditions expected for the establishment of the resource recycling system for the industrial wastes.

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Based on various industrial technology indicators, an integrated examination on the structural changes and the key factors of the industrial development in Japan since 1950s' has been carried out using factor analysis method in this paper.
In general, with the development of industries, the key factors in enterprise competitions change from the economy power based on mainly the cheaper labor force to the productivity representing the investments in equipment, and then to the research and development (R & D) force and gradually to the integrated business and management. The objective of this study is to highlight the contrast between productivity and R & D indicators, and to examine comprehensively the characteristics of the manufacturing development from 1965 to 1992 based on 16 databases concerning the industrial technology indicators by means of the factor analysis method. Detail descriptions have also been given for five fields, including iron and steel, transportation equipment, electrical machinery, chemical and allied products, textile mill products.
The results shows that the period of the oil-shock was a turning point of industrial structure, and also that different industrial field shows different development pattern. In this period, the industrial development pattern had changed from productivity to R & D phase, while the electrical machinery field continuously advance towards the “productivity” phase even after the oil-shock. For future study, global comparison in industrial development and analysis in shifting from R & D to integrated business should be focused on.

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The automobile industry has been taking up a position as one of the core business in Korea, which has been leading the economic growth owing to its rapid increase of domestic demand. According to the structural changes of Korean automobile market, the marketing structure is also expected to be reorganized in a few years. Subsequently, it is required to build up a marketing structure of Korean-type which is appropriate to cope with the changes.
However, the automobile marketing structure is not yet solidly established to meet the consumer needs in times of popularization of automobile, in spite of the partial introduction of dealership by Daewoo and KIA.
The purpose of this article is to review the actual management of the dealer system recently introduced. First of all, this study reviews the car marketing channels in the advanced countries of auto industry, especially those of Japan and America.
The result of the survey is as follows:
First, the business scale of the dealer is very small, and the outcome of the management is also very poor.
Second, the dealers have much complaints to the car maker in the financial support, the manpower assistance and the sales commission etc.
It is necessary to perform a synthetic inspection against the marketing structure of new and used cars, after service system and law and regulations related to automobile in order to determine whether the dealership is successful or not. Furthermore, the investigation into the prerequisites for the successful dealership should be made in advance. So as to deal with the expected changes with effort, it is more needed to apply the merits of the dealership of the advanced country to create a dealership suitable for Korean situation in consideration of the difficulties among dealer, manufacturer and government.

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Intra-firm technology transfer through FDI is not special activity to firms. This paper attempts to compare (1) technology transfer inside Japanese factories with (2) technology transfer from the Japanese mother factory to the factories of subsidiaries in Southeast Asia, such as Thailand, Philippines, and Malaysia. We focus on the role of engineers, because they play a important part in the development of production technology. KAO corporation, the object of our case study, is the most research intensive, and vertically integrated firm in Oils and Fats chemical industry.
In our case study, the productivity and the qualities of products of southeast Asian subsidiary's factories are not inferior to those of the Japanese mother factory, because KAO tends to introduce brand-new equipment to subsidiary's plants, and there are few problem with its operation.
In conclusion, the role of local engineers of Asian subsidiaries rather resembles like that of skilled laborers in Japanese factories. The engineers in the subsidiaries (1) should operate especially in start-up time, complex or central controlled plants, which skilled laborers should operate in the Japanese factory. And they (2) maintain machines and equipment, but the preventive maintenance which requires long experience on the shopfloor is difficult for them. They also (3) educate and train the operators of the subsidiaries. There are some cases of technology cooperation within Asian subsidiaries, witch is well played by local engineers. (4) But their role in development and design is limited to detail design.
The role of local engineers is very limited in the process of decision making, such as design or development, but their role is important in operation, maintenance, education and training activities. There are quite few engineers who can play such a role in Japanese MNCs in southeast Asia.

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At the end of 1978, the Chinese government introduced the so-called “the Side Economic Association” policy in the course of the national economic reform, which paved the way for the formation of business groups.
The formation of business groups was accelerated in the late 80s and early 90s when foreign investment and technology transfer were centered to gear up the market economy in China. This development was marked in the Chinese automobile industry which was required to accu-mulate know-how, fund, human resources and promote specialization and division of labour with a view to mass production.
In this paper, the FAW Group is studied as a typical example of such development. In 1996, the Group consists of China FAW Group Corporation as a core, and 11 subcompanies, 12 holding companies, 17 companies with FAW shares and other 247 related enterprises. The Group through linkage with the China FAW Group Corporation has been growing beyond regional boundary to have various functions including R & D, production, sales, financing and export/import with a nation-wide networking of 350 dealers and 460 service stations. With the full model change of “JIE FANG” in 1986, the tie between China FAW Group Corporation and member companies was further strengthened in terms of production and capital. At the same time, “DA ER QUAN”, that is, an approach to establish a total in-house manufacturing at megacorporation in China FAW Group Corporation or China, was fading away.
The formation of business group has contributed to the successful operation of the Group.

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