| Budget Amount *help |
¥4,160,000 (Direct Cost: ¥3,200,000、Indirect Cost: ¥960,000)
Fiscal Year 2014: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
Fiscal Year 2013: ¥1,300,000 (Direct Cost: ¥1,000,000、Indirect Cost: ¥300,000)
Fiscal Year 2012: ¥1,300,000 (Direct Cost: ¥1,000,000、Indirect Cost: ¥300,000)
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| Outline of Final Research Achievements |
It is theoretically argued that managing both exploitative and explorative activities (i.e. ambidexterity) is challenging. It is also required for Japanese MNCs to focus not only on the current strategy which has contributed to their competitiveness, but also on introducing totally new products, businesses or markets. However, considering the IB context, research on how to deal with ambidexterity in the IB context is still unresolved. Hence, in this study we focus on a research question about how incumbent Japanese MNCs deal with ambidexterity management through “dual embeddedness” in foreign subsidiaries.
To analyze this research question, I drew on a case-study approach which focuses on foreign subsidiaries. This showed that some Japanese MNCs deal with dual embeddedness by changing the management orientation of expatriates in foreign subsidiaries, creating dense relationships with a variety of local organizations, and appropriate “voicing” activities towards their HQs.
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