| Co-Investigator(Kenkyū-buntansha) |
真鍋 誠司 横浜国立大学, 大学院国際社会科学研究院, 教授 (10346249)
米山 茂美 学習院大学, 経済学部, 教授 (30258496)
坂川 裕司 北海道大学, 経済学研究院, 教授 (40301965)
多田 和美 法政大学, 社会学部, 准教授 (50582805)
金 泰旭 近畿大学, 経営学部, 教授 (90364108)
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| Budget Amount *help |
¥14,690,000 (Direct Cost: ¥11,300,000、Indirect Cost: ¥3,390,000)
Fiscal Year 2019: ¥2,730,000 (Direct Cost: ¥2,100,000、Indirect Cost: ¥630,000)
Fiscal Year 2018: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
Fiscal Year 2017: ¥3,640,000 (Direct Cost: ¥2,800,000、Indirect Cost: ¥840,000)
Fiscal Year 2016: ¥2,600,000 (Direct Cost: ¥2,000,000、Indirect Cost: ¥600,000)
Fiscal Year 2015: ¥4,160,000 (Direct Cost: ¥3,200,000、Indirect Cost: ¥960,000)
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| Outline of Final Research Achievements |
The results show that global collaboration between home country parent companies and overseas subsidiaries and collaboration with group companies that are positioned between open and closed (global semi-open) is more common than collaboration between overseas subsidiaries and local companies, institutions, etc. (global open), and the possibility of occupying intellectual property and profits is also higher and global semi-open is contributing to innovation (value creation). However, it was also clear that collaboration between overseas subsidiaries and local companies or institutions (global open) also contributes to a certain extent to new innovation (value creation) by generating synergies through a mix of knowledge and information between local and Japanese.
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