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Artigos de revistas sobre o tema "Corporations, Japanese Australia Management"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 6 de fevereiro de 2022

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1

Hutchings, Katherine. "Workplace Practices of Japanese and Australian Multinational Corporations Operating in Singapore, Malaysia and Indonesia." Human Resource Management Journal 6, no. 2 (March 1996): 58–71. http://dx.doi.org/10.1111/j.1748-8583.1996.tb00404.x.

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2

Austen, Dick. "Foreword to 'Producing and Processing Quality Beef from Australian Cattle Herds'." Australian Journal of Experimental Agriculture 41, no. 7 (2001): I. http://dx.doi.org/10.1071/eav41n7_fo.

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Markets for Australian beef throughout the 20th century have been moulded by world wars, economic depressions, droughts, transport technology, cattle breeding, trade barriers, global competition, livestock disease eradication, human health risks, food safety, Australian Government policy, consumerism and beef quality. Major ‘shocks’ to beef marketing include the development of successful shipments of chilled carcases to Britain in the 1930s, the widespread trade disruption caused by World War II, expansion (early 1950s) and then a reduction in beef exports to Britain (1956), the introduction a

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3

Bindon, B. M., and N. M. Jones. "Cattle supply, production systems and markets for Australian beef." Australian Journal of Experimental Agriculture 41, no. 7 (2001): 861. http://dx.doi.org/10.1071/ea01052.

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Markets for Australian beef throughout the 20th century have been moulded by world wars, economic depressions, droughts, transport technology, cattle breeding, trade barriers, global competition, livestock disease eradication, human health risks, food safety, Australian Government policy, consumerism and beef quality. Major ‘shocks’ to beef marketing include the development of successful shipments of chilled carcases to Britain in the 1930s, the widespread trade disruption caused by World War II, expansion (early 1950s) and then a reduction in beef exports to Britain (1956), the introduction a

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4

Wright, Mike, Motoya Kitamura, and Robert E. Hoskisson. "Management Buyouts and Restructuring Japanese Corporations." Long Range Planning 36, no. 4 (August 2003): 355–73. http://dx.doi.org/10.1016/s0024-6301(03)00067-0.

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5

Edgington, David W. "Japanese Manufacturing Investment in Australia: Corporations, Governments and Bargaining." Pacific Affairs 64, no. 1 (1991): 65. http://dx.doi.org/10.2307/2760363.

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6

Meric, Gulser, Berrin Guner, Shifei Chung, and Ilhan Meric. "A Comparison of Business Management Characteristics in U.S., German, and Japanese Manufacturing Corporations." Studies in Business and Economics 14, no. 1 (April 1, 2019): 141–53. http://dx.doi.org/10.2478/sbe-2019-0011.

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AbstractComparing the management characteristics of business firms in different countries has been a popular research topic in business administration. In this paper, we compare the management characteristics of U.S., German, and Japanese manufacturing corporations. The findings of our study can provide valuable insights for corporate managers and global investors. We find that U.S. manufacturing corporations have the lowest liquidity risk (i.e., U.S. manufacturing firms have higher liquidity levels) compared with German and Japanese manufacturing corporations. German manufacturing corporation

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7

Kumar, Sanjeev. "THE MANAGEMENT STYLES OF MULTINATIONAL JAPANESE AUTOMOBILE CORPORATIONS." Paradigm 1, no. 1 (July 1997): 43–49. http://dx.doi.org/10.1177/0971890719970109.

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The paper observes that the current situation in Japan and the USA shows the tension in automakers' desires to be able to select the best suppliers at any point of time, while being able to create good suppliers by working with them over a long period of time, with the voice strategy.

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8

Nyberg, Daniel, André Spicer, and Christopher Wright. "Incorporating citizens: corporate political engagement with climate change in Australia." Organization 20, no. 3 (April 17, 2013): 433–53. http://dx.doi.org/10.1177/1350508413478585.

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Studies of corporate citizenship have considered how corporations shape the delivery of basic rights. While liberal commentators argue that corporations can act as protectors of citizenship rights where state regulation is lacking, more radical commentators claim that corporations seek to obstruct the rights of citizens. In this article we build on theories of hegemony to argue that corporate citizenship can be more fruitfully understood as an attempt to incorporate citizenship activities in order to benefit corporate agendas. To explore how this process plays out, we examine how companies hav

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9

Rhody, Jim D., and Thomas Li-Ping Tang. "Learning from Japanese Transplants and American Corporations." Public Personnel Management 24, no. 1 (March 1995): 19–32. http://dx.doi.org/10.1177/009102609502400102.

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In the past ten years, many Japanese manufacturers, especially automobile manufacturers, have opened plants in the United States. The Japanese have, in that time, increased their market share from one in five to nearly one in three cars that Americans drive. There are clear differences in Japanese and American business practices in the areas of organizational culture, leadership style, selection, training, employee attitudes, job satisfaction, and quality. American businesses must understand these differences and realize the most effective and efficient approach to produce goods and services t

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10

Tanimoto, Kanji. "Corporate social responsibility and management process in Japanese corporations." World Review of Entrepreneurship, Management and Sustainable Development 9, no. 1 (2013): 10. http://dx.doi.org/10.1504/wremsd.2013.050933.

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11

TREVOR, MALCOLM. "The Overseas Strategies of Japanese Corporations." ANNALS of the American Academy of Political and Social Science 513, no. 1 (January 1991): 90–101. http://dx.doi.org/10.1177/0002716291513001008.

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Internationalization, including the internationalization of business, is widely discussed in Japan today. Starting with the trading companies and banks in the 1950s, followed by the manufacturers in the 1970s and increasingly by the financial institutions in the 1980s, the overseas spread of Japanese corporations in developed as well as in developing countries has been conspicuous. Comparisons have been made with American multinational spread in the 1950s, but it is not an exact parallel. Internationalization means more business, but Japanese managers fear the dilution of systems used so effec

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12

Murakami, Hiromi. "Emergence of the Japanese Developmental State: Japanese Management of ‘Manchukuo’ through Special Corporations." Asian Journal of Political Science 20, no. 2 (August 2012): 129–53. http://dx.doi.org/10.1080/02185377.2012.714131.

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13

Yoshikawa, Aki. "Japanese biotechnology: Government, corporations, and technology transfer." Journal of Technology Transfer 14, no. 1 (December 1989): 32–39. http://dx.doi.org/10.1007/bf02372398.

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14

Yoshikawa, Aki. "Japanese biotechnology: Government, corporations, and technology transfer." Journal of Technology Transfer 15, no. 1-2 (December 1990): 53–60. http://dx.doi.org/10.1007/bf02377658.

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15

Gowen, Charles R., and William J. Tallon. "Turnaround strategies of American and Japanese electronics corporations." Journal of High Technology Management Research 13, no. 2 (September 2002): 225–48. http://dx.doi.org/10.1016/s1047-8310(02)00048-2.

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16

Mizuo, Junichi. "Business Ethics and Corporate Governance in Japanese Corporations." Business and Society Review 102-103, no. 1 (March 1999): 65–79. http://dx.doi.org/10.1111/0045-3609.00027.

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17

Taka, Iwao. "Business Ethics: A Japanese View." Business Ethics Quarterly 4, no. 1 (January 1994): 53–78. http://dx.doi.org/10.2307/3857559.

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Abstract:Although “fairness” and “social responsibilities” form part of the business ethics agenda of Japanese corporations, the meaning of these terms must be understood in the context of the distinctive Japanese approach to ethics. In Japan, ethics is inextricably bound up with religious dimension (two normative environments) and social dimension (framework of concentric circles). The normative environments, influenced by Confucianism, Buddhism, and other traditional and modern Japanese religions, emphasize that not only individuals but also groups have their own spirit (numen) which is conn

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18

Andrew, Nicholas Paul, and Mark Wickham. "The voluntary CSR disclosure in corporate annual reports: Evidence from Australia." Corporate Ownership and Control 8, no. 1 (2010): 49–55. http://dx.doi.org/10.22495/cocv8i1p4.

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The relationship between credible Corporate Social Responsibility (CSR) performance and desirable firm outcomes is well established in corporate governance literature. Over the past two decades in particular, there has been an increased recognition of this relationship in the business community and a concomitant increase in the quantity and detail of CSR activities being voluntarily reported by corporations has been observed. The rationale for the increasing levels of voluntary CSR reporting has been attributed to two main corporate strategies: to conform to the expectations of the society and

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19

Dedoussis, Vagelis. "Japanese-firms in Australia: How ‘Japanese’ can their management style be?" Japanese Studies 13, no. 1 (May 1993): 24–37. http://dx.doi.org/10.1080/10371399308521873.

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20

Bah, Alpha Mamoudou, and Takahiko Hiratsuka. "A STUDY ON BUSINESS MANAGEMENT IN JAPANESE AND GUINEAN AGRICULTURAL CORPORATIONS." Journal of Rural Problems 32, no. 1 (1996): 32–42. http://dx.doi.org/10.7310/arfe1965.32.32.

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21

Luethge, Denise J., and Philippe Byosiere. "Japanese corporations: gender differences in re‐defining tacit knowledge." Women in Management Review 22, no. 1 (February 6, 2007): 33–48. http://dx.doi.org/10.1108/09649420710726210.

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22

Yeh, Tsung-ming. "The effects of anti-takeover measures on Japanese corporations." Review of Quantitative Finance and Accounting 42, no. 4 (March 22, 2013): 757–80. http://dx.doi.org/10.1007/s11156-013-0361-0.

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23

Yu, Jie, and Hendrik Meyer-Ohle. "Working for Japanese Corporations in China: A Qualitative Study." Asian Business & Management 7, no. 1 (February 6, 2008): 33–51. http://dx.doi.org/10.1057/palgrave.abm.9200250.

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24

Backhouse, Kim, and Mark Wickham. "Corporate governance, boards of directors and corporate social responsibility: The Australian context." Corporate Ownership and Control 17, no. 4 (2020): 60–71. http://dx.doi.org/10.22495/cocv17i4art5.

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The challenge of corporate governance in Australian corporations is similar to those faced by the majority of corporations operating globally albeit the manner in which corporate governance is structured in Australia represents a strong reflection of the island continent’s people, egalitarian culture, and legislative framework. This article considers the legal framework in which Australian corporations operate within, which includes a discussion of corporate governance principles, the role of directors and ownership structures of companies in Australia. Australian board of director practices a

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25

COLLINSON, SIMON. "DEVELOPING AND DEPLOYING KNOWLEDGE FOR INNOVATION: BRITISH AND JAPANESE CORPORATIONS COMPARED." International Journal of Innovation Management 05, no. 01 (March 2001): 73–103. http://dx.doi.org/10.1142/s1363919601000294.

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Within a broader comparison of the management of innovation in British and Japanese firms, this paper focuses on an alliance between British Steel Strip Products and Nippon Steel Corporation established to help the UK firm improve its plant-level procedures for product and process development. The alliance proved successful and clear improvements in defect rates, productivity and product quality were achieved by the UK firm. Some practices, however, proved to be difficult or impossible to "learn" or develop in the organisation context of the British firm. A variety of theoretical approaches, i

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26

SAWADA, Masaaki. "The present state of Japanese corporations' strategic R&D management systems." Journal of Information Processing and Management 36, no. 12 (1994): 1086–98. http://dx.doi.org/10.1241/johokanri.36.1086.

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27

MIYAKAWA, Takayasu. "Information management culture in Japanese industrial corporations, its uniqueness and generality(2)." Journal of Information Processing and Management 38, no. 2 (1995): 125–36. http://dx.doi.org/10.1241/johokanri.38.125.

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28

MIYAKAWA, Takayasu. "Information management culture in Japanese industrial corporations, its uniqueness and generality. (1)." Journal of Information Processing and Management 38, no. 1 (1995): 18–32. http://dx.doi.org/10.1241/johokanri.38.18.

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29

Sekiguchi, Tomoki, Fabian Jintae Froese, and Chie Iguchi. "International human resource management of Japanese multinational corporations: Challenges and future directions." Asian Business & Management 15, no. 2 (April 2016): 83–109. http://dx.doi.org/10.1057/abm.2016.5.

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30

Ando, Naoki. "The effect of localization on subsidiary performance in Japanese multinational corporations." International Journal of Human Resource Management 25, no. 14 (February 5, 2014): 1995–2012. http://dx.doi.org/10.1080/09585192.2013.870289.

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31

Reger, Guido. "Benchmarking the Internationalisation and Co-Ordination of R&D of Western European and Japanese Multi-National Corporations." International Journal of Innovation Management 01, no. 03 (September 1997): 299–331. http://dx.doi.org/10.1142/s1363919697000164.

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There are few publications that provide benchmarking of suitable forms and mechanisms for the co-ordination of international R&D and innovation processes in multi-national corporations. This paper aims to help close this gap on the basis of interviews conducted in 18 Western European and Japanese enterprises. In this respect, the analysis of the differences between European and Japanese corporations is highly important because the co-ordination in Japanese firms is often regarded as a model of "best practice". The empirical results reveal that the major strengths of Japanese companies are

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32

Shadur, Mark A., and Greg J. Bamber. "Toward lean management? international transferability of Japanese management strategies to Australia." International Executive 36, no. 3 (May 1994): 343–64. http://dx.doi.org/10.1002/tie.5060360307.

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33

Yoshikawa, Toru, Phillip H. Phan, and Parthiban David. "The Impact of Ownership Structure on Wage Intensity in Japanese Corporations." Journal of Management 31, no. 2 (April 2005): 278–300. http://dx.doi.org/10.1177/0149206304271766.

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The authors studied the effect of ownership structure on human capital investments as indicated by wage intensity, defined as the ratio of expenditure on employee wages to sales, in a sample of 996 Japanese manufacturing firms during their economic recession of 1998-2002. They found that domestic shareholders, with interests beyond financial considerations, enhance wage intensity, especially when performance is low, and thereby safeguard human capital investments. Foreign shareholders with sole interest in financial returns have an opposite effect; they reduce wage intensity when firm performa

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34

Holden, Peter D., and Fumiya Konishi. "Technology transfer practice in japanese corporations: Meeting new service requirements." Journal of Technology Transfer 21, no. 1-2 (March 1996): 43–53. http://dx.doi.org/10.1007/bf02220306.

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35

Wood, Greg, Georgina Whyatt, Michael Callaghan, and Goran Svensson. "Codes of ethics content: UK and Australian corporations." European Business Review 31, no. 5 (August 2, 2019): 669–87. http://dx.doi.org/10.1108/ebr-04-2018-0081.

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Purpose This study aims to compare the content of the codes of ethics of the top 50 corporations in the UK and Australia. Design/methodology/approach The code of each of the 50 top companies listed on the London Stock Exchange and the 50 top companies listed on the Australian Stock Exchange based on market capitalization was read against an updated version of a previous code content classification system. Findings This research provides valuable insights into the similarities and differences that exist between the expected ethical standards in corporations based in two historically linked and

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36

Marinov, Marin A., Svetla T. Marinova, and Ken Morita. "Internationalization of Japanese Multinational Corporations in Central and Eastern Europe." Journal of East-West Business 9, no. 3-4 (March 22, 2004): 27–52. http://dx.doi.org/10.1300/j097v09n03_03.

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37

Holden, Peter D., and Fumiya Konishi. "Technology transfer practice in Japanese corporations: meeting new service requirements." International Journal of Services Technology and Management 1, no. 2/3 (2000): 209. http://dx.doi.org/10.1504/ijstm.2000.001574.

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38

Bird, Allan, Sully Taylor, and Schon Beechler. "A typology of international human resource management in Japanese multinational corporations: Organizational implications." Human Resource Management 37, no. 2 (1998): 159–72. http://dx.doi.org/10.1002/(sici)1099-050x(199822)37:2<159::aid-hrm6>3.0.co;2-v.

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39

Edgington, David W. "Influences on the location and behaviour of transnational corporations: Some examples taken from Japanese investment in Australia." Geoforum 18, no. 4 (January 1987): 343–59. http://dx.doi.org/10.1016/0016-7185(87)90026-1.

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40

Wakabayashi, Mitsuru, George Graen, and Mary Uhl-Bien. "The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations." Human Relations 43, no. 11 (November 1990): 1099–116. http://dx.doi.org/10.1177/001872679004301104.

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41

Barolli, Valbona, Heihachiro Fukuda, Leonard Barolli, and Makoto Takizawa. "A marketable quality and profitability model: a case study for Japanese corporations." International Journal of Business Intelligence and Data Mining 1, no. 4 (2006): 450. http://dx.doi.org/10.1504/ijbidm.2006.010785.

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42

Kaosa-Ard, Mingsarn Santikarn. "Hiring and Localization Policies of Transnational Corporations in Thailand." Asian and Pacific Migration Journal 1, no. 3-4 (September 1992): 683–99. http://dx.doi.org/10.1177/011719689200100314.

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This article assesses the effectiveness of policies adopted by transnational corporations (TNCs) concerning the hiring of local staff and localization of top management positions in Thailand. A boom in direct foreign investment in Thailand since the mid-1980s has created a strong demand for engineering and technical staff. In view of the shortage of local supply, skill formation and training programs for local employees at all levels are emphasized. Differences in policy among Japanese, American and European TNCs are noted, with localization noticeably less likely among Japanese TNCs.

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43

Findlay, James D., Colleen M. Cross, and Andrew G. Bodsworth. "Marlin fisheries management in Australia." Marine and Freshwater Research 54, no. 4 (2003): 535. http://dx.doi.org/10.1071/mf01261.

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Australia has a relatively long history with respect to management of fishery interactions with marlins. Sectoral conflict has been, and remains, the main driver of management action. Whilst constrained by verified catch and effort data from both recreational and commercial sectors, a range of management actions including limited entry, non-retention, non-targeting, closed areas and gear restrictions are reviewed. The review of management performance shows that the effectiveness of management actions varies considerably. Some measures such as voluntary non-retention policies have had little im

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44

長江庸泰. "In search of “commodity traps” in Japan ‒Strategic management of major Japanese electronics corporations‒." Japanese Modern Association of Korea ll, no. 43 (February 2014): 491–506. http://dx.doi.org/10.16979/jmak..43.201402.491.

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45

Wang, Yingyan. "Examination on Philosophy-Based Management of Contemporary Japanese Corporations: Philosophy, Value Orientation and Performance." Journal of Business Ethics 85, no. 1 (April 9, 2008): 1–12. http://dx.doi.org/10.1007/s10551-008-9727-y.

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46

Endo, Kazumi. "Corporate governance beyond the shareholder–stakeholder dichotomy: Lessons from Japanese corporations' environmental performance." Business Strategy and the Environment 29, no. 4 (January 21, 2020): 1625–33. http://dx.doi.org/10.1002/bse.2457.

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47

Okabe, Mitsuaki. "The financial system and corporate governance in Japan." Corporate Ownership and Control 3, no. 3 (2006): 27–28. http://dx.doi.org/10.22495/cocv3i3p2.

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Corporations may be said to be engines of any market economy and their proper behavior is a key to economic, hence human, security. This paper argues that one of the most important causes for the prolonged period of recessions of the Japanese economy in the 1990’s is deeply rooted in the long-established financial structure of the economy and in the closely related issue of corporate governance. Although Japanese corporations have been traditionally understood that their activities are monitored and governed by “main banks,” this framework has been changing over the last 10-15 years toward cor

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48

Lécuyer, Christophe. "Confronting the Japanese Challenge: The Revival of Manufacturing at Intel." Business History Review 93, no. 02 (2019): 349–73. http://dx.doi.org/10.1017/s0007680519000709.

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Like many other American corporations, Intel was outcompeted in manufacturing by Japanese firms in the late 1970s and the first half of the 1980s. By 1985, it became clear that the corporation's weakness in production endangered its long-term survival. Responding to the Japanese challenge, Intel's upper management instigated a fundamental reform of manufacturing. At their behest, production engineers and managers adopted Japanese manufacturing technologies and operating procedures. They put microchip fabrication on a scientific footing. They developed new ways of transferring processes from de

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49

Thaker, Jagadish. "Corporate communication about climate science." Journal of Communication Management 24, no. 3 (December 9, 2019): 245–64. http://dx.doi.org/10.1108/jcom-06-2019-0092.

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Purpose The purpose of this paper is to comparatively analyze how top corporations in New Zealand, Australia and the Global Fortune 500 group communicate about climate science. Design/methodology/approach A combination of keyword count and quantitative content analysis is used to develop a reliable set of indicators to measure corporate communication about climate science. Findings Just a few corporations mention or explicitly agree with scientific consensus on climate change and few report science-based targets. They report more frequently on societal risks of climate change, as well as busin

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50

Beechler, Schon. "International Management Control in Multinational Corporations: The Case of Japanese Consumer Electronics Firms in Asia." Asean Economic Bulletin 9, no. 2 (November 1992): 149–68. http://dx.doi.org/10.1355/ae9-2b.

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