The automaker in Japan demonstrates an overwhelming strong point when competing for the world, and is building the position by which international reorganization is led.
In general, the value-added flows out easily to foreign countries in an enterprise advanced by the globalization. Moreover, it is an urgent problem in domestic management to develop the business with a high value-added to cover a high pay load of the country.
For that, the automaker in Japan should promote the business development by which the management resource which has concentrated on “Production process” is distributed again, and customer's needs are satisfied.
In this article, we first extract dominant various factors for the competition of a Japanese automaker, and clarify the structure of dominant.
Secondly we take up Toyota Motor Corporation and Honda Motor Co., Ltd. which lead the world competition, and introduce the business plan and the strategy for the high-value-added management.

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I have threefold objectives: First, to make clear the development process of Japanese IT companies; second, to clarify the features of business strategy of Japanese IT industry against American competitors and the severe depression; third, to indicate some of the tasks that Japanese IT companies are facing now. I will review the development process of Japanese IT (Information Technology) companies include semiconductor producers, computer manufacturers and software makers and make clear the some their features.
Now, Japanese IT companies must seek the way of strengthening their competitiveness. Japanese IT companies sought to reform their business aggressively. They stopped some weak businesses and reduced the number of their employees. They tried to shift parts of their factories from Japan to Asia and to concentrate the production of special IC. Other semiconductor producers carry out M & A. And Japanese software makers developed the automatic software tools such as CASE (Computer Aided Software Engineering) or CALS (Commerce At Light Speed) to improve the productivity. Japanese semiconductor producers must try to develop EC (Electronic Commerce) and to strengthen the international competitiveness.
Furthermore, beyond the global standards, it is important for Japanese IT companies to build up a new Asian economic framework such as the Asian free trade zone to cope with many other competitors. They have to achieve internationalization through the establishment of an Asian economic sphere, working towards Asian independence rather than simply seeking cheaper labor there.
Japanese IT companies must pay serious attention to the originality of IT workers and engineers. They have to rear the creative workers and engineers, and the originality of IT workers and engineers should be guaranteed through superior working conditions.

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The realignment of the global financial industry which started late in the 1980s is contained in the 2nd phase. The convergence and consolidation has occurred in the financial industry such as a bank, a security, and insurance by enactment of U. S. Depository Institutions Deregulation and Monetary Control Act of 1980 in 1999 and the EU integration.
Realignment of the financial sector accelerates also in Japan, and major banks are unified to four groups. The company of non-financial institutions, such as Ito-Yokado, Sony, and Softbank, has entered to the financial industry. The business environment of a financial institution is increasing severity in Japan.
Under these circumstances, first, a Japanese financial institution should reform a low profit profile. It is important to perform a shift to the high business of added value in addition to the improvement of a low interest sheath and reduction of cost. A Japanese financial institution attains differentiation of a financial product and service.
Second, it is clarifying the strategy after integration and carrying out concentration of branch, and rationalization of duplication business promptly. It is important to transform the organization suited new business and to perform acquisition of the talented people corresponding to it, and to reform HR system.
Third, it is necessary to perform IT investment of the same level as a European and American financial institution. For example, developing CRM (Customer Relationship Management) system and service through the Internet etc. is performed. It is important to strengthen a management base and to improve their competition predominance through the above.

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The purpose of this paper is to examine some aspects of Responsible Care (RC), which is the chemical industry's global environmental, health, and safety performance improvement initiative. Chemical industry associations in 46-countries have now embraced the ethic of RC.
Communication with stakeholders and verification are integral parts of RC. Therefore, I have focused on two aspects of the initiatives. One is community dialogue through the community advisory panels (CAPs) being implementing in the U. S., and the other is external valuation through third-party verification being implemented in Canada.
I examine the historical background of the CAPs in the U. S., how they have been organized and managed, and their function. In my opinion, this function is basically risk communication at the community level in response to the right to know. RC requires members of the industry association to listen and respond to public concerns in certain areas.
I also examine how third-party verification has been institutionalized and implemented in Canada, which is the pioneer in this initiative. Each verification team consisting of four members, including a representative of the community, visits every member-company to ensure that the ethic and all the code systems are in place. The results of the verification are also available to the public and are used as a benchmark for member companies.
In my opinion, these mechanisms are essential in order to put the initiatives into practice and are indispensable for RC to gain social trust and credibility. However, both the CAPs and third-party verification are being implemented at present only in a limited number of countries. From the global point of view, therefore, much still remains to be achieved.

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Environmental problem such as wastes is the other side of industrial behavior, which is the priority of regional policy. Even though most of industries are trying to reduce the wastes, the recognition for the action towards the waste management still remain as negative factor. In advanced countries, some of national and local governments formulates up the policies that develop industries by the concept of production which integrated environmental protection.
The term “eco-efficiency” describes business activities that create economic value while reducing ecological impact and resource use. It is important to develop environmental industry to seek options to mitigate environmental impact and address resource conservation concerns, but such industries are not explicit from outside.
This paper focuses on Tokai region where we could find great accumulation of industries, which have been providing high quality goods by reliable manufacturing systems. Also this paper take up three cases as follows, the waste solvent recycling system, the personal computers reuse system, the live stock wastes disposal and treating system. The industrial activities must be taken another look from the angle of eco-efficiency, and we have to pay attention to the inside of the each industry.
First, the presence of smart communities that consist of different types of industries is significant. Members should come from industries, academies and public sectors. In the communities, the members must have specialties in each field and extensive knowledge, and open nature, active communication are transmitted there as well.
Second, in the new business related to environment, it is effective to develop extensive services of industries like consulting, logistics and maintenance. Innovative companies in environmental industries, keep “economies of scope” which covers various processes, sections and industries, often by utilizing information technology.
Finally, innovation might become active by capable coordinators who promote communications among industries. They might develop industrial clusters by networking regional resources such as universities, research institutes and industries.

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Problems, which Japanese Casting Industry is currently facing, are divided into following two categories:
1. Japanese automobile and industrial machinery manufacturers are increasingly making advance into foreign market. In conjunction with such tendency, outsourcing of the component parts form abroad is being accelerated. Furthermore, orders for castings to developing countries in Asia is increasing, consequently Japan's casting industry will reduce to a shell.
2. The industry is suffering from depressed demand due to persistent economic recession, trend where younger generations shun this industry due to its nature of dirty, dangerous and demanding jobs, and problems for human resources such as aging employees and lack of successors. In addition, other factors, such as decrease in good scraps, rise in cost and expenses including electricity bill, will be accelerated, forcing companies into bankruptcy. Some people view pessimistically these circumstances may lead to short supply of the castings in the future.
Compared with 1990 level, demand for the castings fell by about 30%, which is represented in the decrease in the number of operating companies in the industry.
Regarding development of technologies and skills and problems of succession of the business, big companies take organizational approach, while measures taken by small and midsize ones are not sufficient. Therefore, information-oriented approach and information exchange network will be essentially required among the small and midsize companies.
Although the casting industry is not the one as attracting attention, its technologies are contributing to various industries. For example, owing to excellent kisage, superior machinetools are available. In turn, superior machine tools enable you to manufacture high quality cars. In this way, the casting technologies provide the basic technical support to the wide range of industries.
At the most significant turning point after the world War II, if the current economic recession progresses, the advanced casting technologies built up will probably not survive.

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This study is based on the transaction cost theory that mainly consists of three elements: (a) assets specificities; (b) uncertainty; and (c) transaction frequency. This theory has almost never been used for the study of innovation and R & D activities. The reason why is Williamson (1975: 83-84) suggested its possibility to write and enforce a complex contingent claims contract between [flow process operations], the integration of these activities, for thermal economy reasons, would be unnecessary.
Nevertheless, several exceptions to this argument exist. For example, Teece (1986) suggested the transaction relationship between the appropriability and specific complementary assets. In addition, Pisano (1991) recognized that collaborative activities and transaction possibility of the R & D activities are very high in the biotechnology industry.
However, these studies were not referred to the correlations between the successive internalization incentives of R & D activities and the technological appropriability. Therefore the purpose of the present study is to examine the elements of the transaction cost economics in more detail, particularly, the correlations between the incentives for R & D activities and the technological separabilities of pharmaceutical and aerospace industries in the U. S. In this context, the Carnegie Mellon Survey (2000) has served as an explanation for inter-industry differences of effectiveness of appropriability mechanisms for innovations.
Finally, the analysis has found that the correlations of the successive internalization incentives for R & D activities and appropriability mechanisms are tightly linked to each other. In the pharmaceutical industry, patent is effective while cooperative R & D is possible in the form of research contract or licensing. In contrast, trade secret and lead-time are effective as appropriability mechanisms in the aerospace industry. Consequently, aerospace firms tend to internalize R & D activities.

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The purpose of this paper is to discuss the characteristics and problems of industrial restructuring in Japanese petrochemical industry from perspectives on location and business grouping.
Many Japanese petrochemical companies are using the strategies of merger, integration and business alliance in order to keep plants allocation which were formed in the period of the rapid growth (from 1960's to 70's). These plants allocation are optimal in terms of transportation costs and distribution strategies.
As for the business grouping, Japanese petrochemical companies promote industrial restructuring regardless of the business grouping in order to give priority to locational factor. In contrast, there are some cases that industrial restructuring is promoted in accordance with the business grouping.
Moreover, this paper has attempted an analysis of “Petrochemical Complex Renaissance Project” which is promoted under the initiative of the Ministry of Economy, Trade and Industry. The strategies of merger, integration and business alliance achieve locational efficiency, but they hardly increase productivity of each complexes. Petrochemical Complex Renaissance Project is aiming to improve productivity by means of alliance of companies which are located close together.

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