| Budget Amount *help |
¥4,420,000 (Direct Cost: ¥3,400,000、Indirect Cost: ¥1,020,000)
Fiscal Year 2012: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2011: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2010: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2009: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
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| Research Abstract |
This research project systematized following three points in explaining thecompetitiveness of local subsidiaries of the global corporations, based on the series of field survey anddata analysis. Firstly, the subsidiaries need to re-construct their HRM/HRD system in order to maketheir activities effective to their embedded environment, even referring to the parent company’sresources or know-how. Second, the environment where subsidiaries embedded are defined withvarious factors such as the macro institutions of the local governments or the local business partners. Sothe organizational institutions which helps organizations to be competitive, will be differentlyconstructed reflecting the influence from such partners in the environments. Third, both type ofmanagers, expats or locally hired, play their critical role in drawing out resources from the surroundingenvironment or partners, and compose them into their effective institutions or practices towardsaccomplishing their business goals.
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