| Budget Amount *help |
¥1,800,000 (Direct Cost: ¥1,800,000)
Fiscal Year 2006: ¥500,000 (Direct Cost: ¥500,000)
Fiscal Year 2005: ¥600,000 (Direct Cost: ¥600,000)
Fiscal Year 2004: ¥700,000 (Direct Cost: ¥700,000)
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| Research Abstract |
I have attempted in this paper to outline the problems in existing research on the international transfer of retailing know-how and classified the retailing know-how that is targeted for transfer into 'technology-dependent' know-how and 'management-dependent' know-how as a method for solving those problems. Relying heavily upon the Takahashi Model, I have then attempted to create a model for the international transferability of retailing know-how. In other words, it has become clear that, while exceptions exist, there is a 'trade-off' in the international transfer of retailing know-how between the international transfer of technology-based and management-based retailing know-how and the 'three determinate factors' that define the know-how being transferred. I have investigated a theoretical framework based on the above research.
I can conclude here that the international transfer of 'management dependent' know-how, which depends strongly on the 'three determinant factors' which define t
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he technique being transferred, is far from easy. However, we can also say that there is a high level of international transferability for 'technology-based' know-how, which does not depend very much on the 'three determinant factors'. The reason for this is that technology-based retailing know-how is generally comparatively easy to compile in manuals (IV : Application) whereas management-dependent retailing know-how is complicated, internalized within the organization, and is difficult to express in manuals (II : Adaptation). However, when technology-based retailing know-how is strongly dependent upon the 'three determinant factors', even if it is easy to put into manuals or computer programmes, the possibility for its transfer becomes lower (I : Partial Application). Another case can be found where management-dependent retailing know-how is difficult to express in manuals but does not depend much upon the 'three determinate factors' which define it (III : Partial Adaptation). If we follow the framework outlined here, we can see that the international transferability of retailing know-how to retailing firms abroad differs depending upon which of the subspaces in Diagram most closely reflects the minds of the management and the organization after due consideration has been given to the values and needs of consumers at that particular time and in that consumer environment. In other words, the international transfer of retailing know-how follows the processes either of adaptation or partial adaptation, or of application or partial application. Less
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