| Project/Area Number |
15330045
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| Research Category |
Grant-in-Aid for Scientific Research (B)
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| Allocation Type | Single-year Grants |
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| Section | 一般 |
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| Research Field |
Applied economics
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| Research Institution | Musashi University |
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Principal Investigator |
ITAGAKI Hiroshi (2004-2005) Musashi university, Faculty of Economics, Professor, 経済学部, 教授 (20125884)
柴垣 和夫 (2003) 武蔵大学, 経済学部, 教授 (10013004)
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| Co-Investigator(Kenkyū-buntansha) |
SHIBAGAKI Kazuo Niigata Sangyou University, Graduate School of Economics, Professor, 大学院・経済学研究科, 教授 (10013004)
YOKOKAWA Nobuharu Musashi University, Faculty of Economics, Professor, 経済学部, 教授 (20174849)
SHIMIZU Atsushi Musashi University, Faculty of Economics, Professor, 経済学部, 教授 (90192111)
TAKAHASHI Noriyuki Musashi University, Faculty of Economics, Professor, 経済学部, 教授 (60366838)
YOKOTA Eri Keio University, Faculty of Business & Commerce, Professor, 商学部, 教授 (20277700)
河村 哲二 武蔵大学, 経済学部, 教授 (20147010)
板垣 博 武蔵大学, 経済学部, 教授 (20125884)
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| Project Period (FY) |
2003 – 2005
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| Project Status |
Completed (Fiscal Year 2005)
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| Budget Amount *help |
¥11,300,000 (Direct Cost: ¥11,300,000)
Fiscal Year 2005: ¥2,800,000 (Direct Cost: ¥2,800,000)
Fiscal Year 2004: ¥3,900,000 (Direct Cost: ¥3,900,000)
Fiscal Year 2003: ¥4,600,000 (Direct Cost: ¥4,600,000)
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| Keywords | Reorganization of industry / Intra-area division of labor / East Asia / Globalization / Intra-firm division of labor / Industrial cluster / Japanese Multinational Enterprise |
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| Research Abstract |
This Project is aimed at examining, through field research, reorganization of industries in Japan and intra-firm re-division of labor of Japanese companies closely related to the development of international division of labor in East Asia. Followings are major points of our Research. Firstly around 2000, leading Japanese electronics companies reduced their employees considerably suffered from bad macro economic conditions and sever international competition, particularly from East Asian-based companies. However, it does not mean necessarily that hollowing out in domestic plants proceeds. Japanese electronics companies and their domestic plants even now maintain competitive edge in terms of key components of digital electronics products. Japanese domestic plants supply these key components to their sister plants and rival companies abroad. Secondly, Managerial environment of automotive industry rather different from electronics industry, as competitive pressure from East Asian countries
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are not so strong. Of course, automotive companies have enlarged their foreign operations more and more in both assembly and component areas. According to that, however, the role of domestic plants becomes even more important in terms of technical aids and key component supply. Thirdly, though, in general, situations surrounding medium and small size enterprises are severe, managerial conditions of those companies targeted by our research vary company to company. Some believe that the most suitable location for production lies in Japan, whereas others manage to survive specializing goods for domestic market. Some have developed both domestic and foreign plants seeking desirable division of labor among their own factories and others have enlarged plants abroad following their customers. Fourthly, regarding to Chinese companies, following managerial style is impressive. One company applies the carrot and the stick oriented Human Resource Management policy strictly to all the operations including quality control. Another pursues positioning oriented strategy, in which she prioritizes seeking market opportunities and aggressively acquires managerial resources including human resources from the outside if she lacks appropriate resources to grab the opportunities. This type of strategy is apparently different from main stream of Japanese counterparts which take account of resource-based strategy. Less
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