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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 6 лютого 2022

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Статті в журналах з теми "Corporations, Japanese Australia Management":

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 and then proliferation of Bos indicus derived cattle in northern Australia (1960s), licensing and upgrading of Australian abattoirs to export to USA and the consequential brucellosis and tuberculosis eradication campaign leading to record export tonnages of Australian processing beef to USA (1960–70). In 1980, increased beef trade to Japan began, leading in the late 1980s to expansion of high-quality grain finished products into that market. By 1993, beef exports to Japan (280.5 kt) exceeded those to USA (274.4 kt), signalling the significant shift in beef exports to Asia. Commencing in about 1986, the USA recognised the value of beef exports to Asian markets pioneered by Australia. Australia’s share of the Japanese and South Korean markets has been under intense competition since that time. Another major influence on Australia’s beef market in the early 1990s was growth in live cattle exports to Asian markets in Indonesia, Malaysia and the Philippines. Live exports accounted for 152000 heads in 1992 and 858000 heads in 1996. Improved management systems (e.g. fences) and consequent regulation of cattle supply even in the wet season, a by-product of the brucellosis and tuberculosis eradication campaign, were indirect drivers of the growth in live exports. Throughout the period 1940–2000, domestic consumption of beef and veal declined from 68 to 33.3 kg/head.year, reflecting competition from other foods, perceptions of health risks, price of beef, periodic food safety scares, vegetarianism, changes in lifestyle and eating habits and lack of consistency of eating quality of beef. Despite this decline, the domestic Australian beef market still consumes a significant component (37%) of total Australian beef production. In 1984–85, the reform of the Australian Meat and Livestock Corporation set in train a major directional change (‘New Direction’) of the beef sector in response to beef market trends. Under Dick Austen’s leadership, the Australian Meat and Livestock Corporation changed the industry’s culture from being ‘production-driven’ to being ‘consumer-driven’. Market research began in Australia, Japan and Korea to establish consumer preferences and attitudes to price, beef appearance and eating quality. Definite consumer requirements were identified under headings of consistency and reliability. The AusMeat carcass descriptors were introduced and a decade later traits like tenderness, meat colour, fat colour, meat texture, taste, smell, and muscle size were addressed. These historical ‘shocks’ that shaped the Australian beef markets have all been accompanied by modification to production systems, breeding programs, herd structure, processing procedures, advertising and promotion, meat retailing and end-use. The increasing importance of the food service sector and the ‘Asian merge’ influence on beef cuts usage in restaurant meals and take-away products are the most recognisable changes in the Australian food landscape. The Cooperative Research Centre¿s research portfolio was built around the changing forces influencing beef markets in the early 1990s. Australia needed to better understand the genetic and non-genetic factors affecting beef quality. One example was the poor success rate of cattle being grain-fed for the Japanese premium markets. Another was the relative contribution of pre- and post-slaughter factors to ultimate eating quality of beef. The Meat Standards Australia scheme was launched in 1997 to address this problem in more detail. The Cooperative Research Centre contributed significantly to this initiative. In the year 2001, Australia, with only 2.5% of world cattle numbers retains the position of world number one beef trader. We trade to 110 countries worldwide. The Australian beef sector is worth A$6 billion annually. The diversity of Australian environments, cattle genotypes and production systems provides us with the ability to meet diverse specifications for beef products. A new set of market forces is now emerging. Strict accreditation rules apply to Australian producers seeking access to the lucrative European Union market. Transmissible spongiform encephalopathies like bovine spongiform encephalopathy and scrapie are a continuing food safety concern in Europe. This and the foot and mouth disease outbreak in Britain early in 2001 have potentially significant indirect effects on markets for Australian beef. And the sleeping giant, foot and mouth disease-free status of Latin American countries Brazil, Uruguay and Argentina continues to emerge as a major threat to Australian beef markets in Canada and Taiwan. As in the past, science and technology will play a significant role in Australia¿s response to these market forces.

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 and then proliferation of Bos indicus derived cattle in northern Australia (1960s), licensing and upgrading of Australian abattoirs to export to USA and the consequential brucellosis and tuberculosis eradication campaign leading to record export tonnages of Australian processing beef to USA (1960–70). In 1980, increased beef trade to Japan began, leading in the late 1980s to expansion of high-quality grain finished products into that market. By 1993, beef exports to Japan (280.5 kt) exceeded those to USA (274.4 kt), signalling the significant shift in beef exports to Asia. Commencing in about 1986, the USA recognised the value of beef exports to Asian markets pioneered by Australia. Australia’s share of the Japanese and South Korean markets has been under intense competition since that time. Another major influence on Australia’s beef market in the early 1990s was growth in live cattle exports to Asian markets in Indonesia, Malaysia and the Philippines. Live exports accounted for 152000 heads in 1992 and 858000 heads in 1996. Improved management systems (e.g. fences) and consequent regulation of cattle supply even in the wet season, a by-product of the brucellosis and tuberculosis eradication campaign, were indirect drivers of the growth in live exports. Throughout the period 1940–2000, domestic consumption of beef and veal declined from 68 to 33.3 kg/head.year, reflecting competition from other foods, perceptions of health risks, price of beef, periodic food safety scares, vegetarianism, changes in lifestyle and eating habits and lack of consistency of eating quality of beef. Despite this decline, the domestic Australian beef market still consumes a significant component (37%) of total Australian beef production. In 1984–85, the reform of the Australian Meat and Livestock Corporation set in train a major directional change (‘New Direction’) of the beef sector in response to beef market trends. Under Dick Austen’s leadership, the Australian Meat and Livestock Corporation changed the industry’s culture from being ‘production-driven’ to being ‘consumer-driven’. Market research began in Australia, Japan and Korea to establish consumer preferences and attitudes to price, beef appearance and eating quality. Definite consumer requirements were identified under headings of consistency and reliability. The AusMeat carcass descriptors were introduced and a decade later traits like tenderness, meat colour, fat colour, meat texture, taste, smell, and muscle size were addressed. These historical ‘shocks’ that shaped the Australian beef markets have all been accompanied by modification to production systems, breeding programs, herd structure, processing procedures, advertising and promotion, meat retailing and end-use. The increasing importance of the food service sector and the ‘Asian merge’ influence on beef cuts usage in restaurant meals and take-away products are the most recognisable changes in the Australian food landscape. The Cooperative Research Centre¿s research portfolio was built around the changing forces influencing beef markets in the early 1990s. Australia needed to better understand the genetic and non-genetic factors affecting beef quality. One example was the poor success rate of cattle being grain-fed for the Japanese premium markets. Another was the relative contribution of pre- and post-slaughter factors to ultimate eating quality of beef. The Meat Standards Australia scheme was launched in 1997 to address this problem in more detail. The Cooperative Research Centre contributed significantly to this initiative. In the year 2001, Australia, with only 2.5% of world cattle numbers retains the position of world number one beef trader. We trade to 110 countries worldwide. The Australian beef sector is worth A$6 billion annually. The diversity of Australian environments, cattle genotypes and production systems provides us with the ability to meet diverse specifications for beef products. A new set of market forces is now emerging. Strict accreditation rules apply to Australian producers seeking access to the lucrative European Union market. Transmissible spongiform encephalopathies like bovine spongiform encephalopathy and scrapie are a continuing food safety concern in Europe. This and the foot and mouth disease outbreak in Britain early in 2001 have potentially significant indirect effects on markets for Australian beef. And the sleeping giant, foot and mouth disease-free status of Latin American countries Brazil, Uruguay and Argentina continues to emerge as a major threat to Australian beef markets in Canada and Taiwan. As in the past, science and technology will play a significant role in Australia¿s response to these market forces.

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 corporations have the highest bankruptcy risk (i.e., German manufacturing firms have higher liability levels) compared with U.S. and Japanese manufacturing corporations. The average collection period of accounts receivable and the average payment period of accounts payable are significantly shorter in U.S. manufacturing corporations compared with their German and Japanese counterparts. Due to the extensive use of the just-in-time inventory management system in Japanese Keiretsu industry groupings, Japanese manufacturing corporations have higher inventory turnover rates (i.e., Japanese manufacturing corporations carry lower inventory levels) compared with U.S. and German manufacturing corporations. U.S. manufacturing corporations are able to earn higher operating profit margins compared with their German and Japanese counterparts because they are able to charge higher product prices to customers and/or they are able to have lower manufacturing costs. Japanese manufacturing corporations have the lowest annual sales and total assets growth rates compared with U.S. and German manufacturing corporations.

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.

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 have sought to influence the political debate over climate change in Australia. Through analysis of corporate documents, media coverage and interviews with senior managers, we identify how corporations use practices of campaigning and exemplifying to build a common identity with citizens and synchronize corporate and citizen interests. This involves the recasting of citizens as active constituents, responsible consumers, ethical employees and ecopreneurs. Through this process, citizenship becomes increasingly incorporated within the value creating activities of corporations.

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 that will fit in with our culture. The lessons we have learned from Japanese transplants and American corporations may have important implications to managers in public personnel management.

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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Дисертації з теми "Corporations, Japanese Australia Management":

1

Sakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.

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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

2

Sakurai, Yuka. "Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia." View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.

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3

Nayak, Raveendra, and raveendranayak@yahoo com au. "Developing sustainable corporations in Australia." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060320.110540.

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In the wake of the environmental degradation, social inequality and injustice, and the incidents of corporate frauds and mismanagement reported in Australia, domestic business organisations have been asked increasingly by Australian governments and people to pursue sustainable business practices. As prime movers of creating wealth and employment, business organisations have an important and legitimate role to play in sustainable development, which is defined as a notion that meets the needs of present without compromising the ability of future generations. Corporate sustainability, which is a subset of the concept of sustainable development, involves integrating financial, social, and environmental values into business policy, planning, and decision-making requiring changes in organisational values, perspectives, culture, structure, and performance measures. Many Australian businesses are wary of meeting financial, social, and environmental objectives simultaneously claiming the agenda as contradictory and almost unattainable, but the demand for achieving corporate sustainability seems inescapable. Since Australian businesses are facing a fierce competition in domestic market as a result of reducing trade barriers, globalisation, and market deregulation, demanding them to contribute more to sustainable development may appear to be unreasonable. Furthermore, business managers are often wary of any organisational changes, as several of them have failed in creating organisational value. As a consequence, business managers are cautious of engaging in sustainable business practices. In an attempt to unravel the above dilemma, this study mainly examined how to enhance organisational value by sustainable business practices. It examined the two dominant strategic management theories, i.e. Barriers to Entry theory and the Resource-Based View (RBV) theory. It collected the data from 102 Australian business organisations using a survey method. Based on its findings, this study makes a number of contributions to the theory and practice of strategic management. Notable among them are, first, it shows that socially crafted business practices such as knowledge management, customer relationship management, and stakeholder management can have substantial leverage to building business competitiveness. Second, it demonstrates that environment-oriented business practices can provide a number of effective opportunities for increasing the height of entry barriers to new competition. Third, this study concludes that social-oriented business activities are almost ineffective as entry barriers to new competition. Fourth, it substantiates why environment protection measures such as Environmental Management System (EMS) are least contributing to business competitiveness. Finally, this study substantiates its main claim that a business organisation can enhance its competitive advantage by pursuing corporate sustainability principles. This study upholds the view that business organisations have enlightened self-interest in following corporate sustainability.

4

Cho, Wonsang. "Human resource management policy in Japanese manufacturing firms in the United States /." view abstract or download file of text, 2000. http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.

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Thesis (Ph. D.)--University of Oregon, 2000.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 142-153). Also available for download via the World Wide Web; free to University of Oregon users. Address: http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.

5

Utsahajit, Wichai. "Japanese business administrators' perceptions of corporate culture in their Japanese business corporations located in Thailand /." free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9841343.

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6

Carvalho, Jean-Paul. "Investor communications around adverse earnings shocks." University of Western Australia. School of Economics and Commerce, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0123.

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[Truncated abstract] A spate of sudden, high-profile corporate collapses has raised serious concerns over the degree to which managers are open and honest about poor financial performance. Corporate failures such as Enron, WorldCom and Tyco in the United States and One.tel and HIH in Australia have advanced the view that internal governance mechanisms and private managerial incentives systematically fail to ensure timely and reliable disclosure of bad news (e.g. Jensen, 2004). This thesis appraises the conventional view by investigating managers’ communications with the capital market during a period of sudden, poor financial performance. We study 74 firms that are listed on the Australian Stock Exchange [ASX], which experience an adverse earnings shock between 1994 and 1999. An adverse earnings shock is defined as a year of positive, increasing net income, followed by two contiguous years of negative or declining net income. The Australian setting for this study provides access to a richer database of investor communications than previously utilised in the literature, including management discussion and analysis, strategy disclosures, earnings and revenue forecasts, earnings preannouncements, business segment forecasts, dividend changes and share repurchases. Exploiting this extensive data set, we find that managers actually step up their investor communications activities around an adverse earnings shock. In the low litigation Australian setting, we are able to rule out litigation-avoidance incentives as a major explanatory factor. We investigate whether the increase in the volume of investor communications is aimed at mitigating information asymmetry, signalling a turnaround in financial performance or simply due to management “hype”

7

Woo, Po-shan Faustine. "The management of a Japanese information technology company in Hong Kong." Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?B23273240.

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8

Mori, Naoko. "Role of public relations in management: Japanese corporations in the United States." Thesis, Boston University, 1988. https://hdl.handle.net/2144/38082.

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Thesis (M.S.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
This study explores how Japanese corporations operating in the U.S. accommodate their management systems to an American work environment, and examines the role of public relations activities in the management systems. Nine interviews were conducted with American and Japanese executives at five Japanese corporations in Massachusetts and Connecticut. The major research questions were: What are the management policies and how is the management structured at each company? What kind of communication method is used for employee and community relations programs? How do the differences between American and Japanese cultures, such as languages and work values, affect the corporations? How do public relations activities support management objectives? All the executives concluded that cultural differences between the U.S. and Japan do not become communication barriers once people from both nations gain mutual understanding. Due to differences in the nature of employees and communities in which they operate, the types of management systems and the communication methods adopted by the five companies vary. Public relations can help management monitor these environmental differences and establish its goals according to the environment. To implement these goals, organizations need active managers who are willing to understand the cultural differences of their organizations and to get involved with employee and community activities. In this way, the managers can facilitate two-way communication among the organizations and between the organizations and the communities.
2031-01-01

9

Ojanperä, O. (Olga). "Effects of using English in business communication in Japanese-based multinational corporations." Master's thesis, University of Oulu, 2014. http://urn.fi/URN:NBN:fi:oulu-201402131106.

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Japanese companies are internationalising and becoming increasingly involved in global business. It has become more and more common in Japan to use English, the global language of business. Recently, English has been introduced as the official language of a few Japanese corporations and discussions are going on in many other companies. English is not used for international operations solely but it is required in almost all functions. English has an undeniable role as the lingua franca of global business. Using English is no more a choice but inevitable for companies trying to compete in international markets. Yet, the effects of English in business communication have not been studied much until recent years. The aim of this research is to examine the effects of using English in Japanese-based multinational corporations. Using qualitative research method, the empirical part of the study is comprised of a two-step research including three interviews and a questionnaire. Participants were selected from four Japanese-based multinational corporations. Three main topics are discussed in the study. Firstly, the role of language skills in cross-cultural business communication is analysed. Secondly, the effects of using English in Japanese companies are studied on two levels including individual and company levels. On individual level, it is discussed how using English affects job performance, and how English language skills affect career development in Japanese corporations. On company level, it is examined how the corporate strategy can support effective use of English in Japanese companies. There were two main findings in this study. Firstly, English language skills can contribute to better job performance and promotion in Japanese-based multinational corporations. Employees with English language skills seem to have better chances for promotion and overseas assignments, and have wider career choices. On the other hand, using English can make communication slow, cause misunderstanding, create frustration and create barriers for employees with poor language skills. Secondly, it was found out that the company strategy has an essential role in supporting effective business communication in English. Not only can the company choose the right language policy, but it can enhance effective use of English, by creating an encouraging atmosphere and offering its employees opportunities to use and practise English language skills. In summary, by presenting a qualitative study of Japanese-based multinational corporations, this research aims at contributing to better understanding of effective business communication. The role of language cannot be left aside, since effective cross-cultural business communication can define Japanese companies’ success in today’s multicultural business world. This study was conducted in Tohoku University research programme during academic year 2012–2013, in Sendai, Japan.

10

Tsang, Chiu-hok Victor. "The Japanization of Hong Kong industry /." [Hong Kong] : University of Hong Kong, 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13302802.

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Книги з теми "Corporations, Japanese Australia Management":

1

Edgington, David W. Japanese business down under: Patterns of Japanese investment in Australia. London: Routledge, 1990.

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2

Edgington, David W. Japanese business down-under: Patterns of Japanese investment in Australia. London: Routledge, 1990.

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3

Edgington, David W. Japanese business down-under: Patterns of Japanese investment in Australia, 1957-1985. Sydney: Transnational Corporations Research Project, University of Sydney, 1988.

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4

Gagnon, Philippe, and Parissa Haghirian. Case studies in Japanese management. Singapore: World Scientific, 2011.

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5

Shimizu, Ryūei. Top management in Japanese firms. Tokyo: Chikura Shobo, 1986.

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6

Clarke, Clifford H. Danger and opportunity: Resolving conflict in U.S.-based Japanese subsidiaries. Yarmouth, Me: Intercultural Press, 1998.

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7

Gagnon, Philippe, and Parissa Haghirian. Case studies in Japanese management. Singapore: World Scientific, 2011.

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8

Kobayashi, Noritake. Management: A global perspective. Tokyo: Japan Times, 1997.

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9

Izawa, Yoshitomo. Masatsu kara kyōson e no shin keiei kokusaikaron: Sekai ni ikiru Nihon kigyō sumiwake no michi. 8th ed. Tōkyō: Sōseisha, 1987.

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10

Mochimoto, Toshiyuki. Gendai kigyō no keiei kanri: Senryaku keiei no tenkai. 8th ed. Tōkyō: Chūō Keizaisha, 2000.

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Більше джерел

Частини книг з теми "Corporations, Japanese Australia Management":

1

Okada, Masahiro. "An emerging interpretation of CSR by Japanese corporations." In Japanese Management in Evolution, 262–77. Abingdon, Oxon ; New York, NY : Routledge, 2018. | Series: Routledge frontiers of business management ; 12: Routledge, 2017. http://dx.doi.org/10.4324/9781315560892-13.

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2

Bingman, Charles F. "The Uses of Public Corporations and Public Enterprises." In Japanese Government Leadership and Management, 121–32. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-19646-3_11.

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3

Clarry, John W. "Innovation and the Patenting of Knowledge in Japanese Corporations." In Innovation and Change in Japanese Management, 177–98. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230250536_10.

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4

Maitland, Elizabeth, Stephen Nicholas, William R. Purcell, and Tasman Smith. "Regional Learning Networks: Evidence from Japanese MNEs in Thailand and Australia." In Management and International Review, 87–104. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-90997-8_6.

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5

Wheelwright, Edward L., and Greg J. Crough. "The Changing Pacific Rim Economy, with Special Reference to Japanese Transnational Corporations: A View from Australia." In Economic Institutions in a Dynamic Society: Search for a New Frontier, 61–83. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-20097-9_3.

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6

Zhou, Yanghua. "Expatriate Satisfaction and Motivation in Multinational Corporations." In Global Market and Global Trade [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.97046.

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Employee satisfaction and motivation have an important influence on individual employees and the performance of companies. In international business and marketing, where expatriates play important roles, regional cultures and institutional factors impact their satisfaction and motivation. This chapter aims to find out what kind of regional cultures and institutions have an impact on employee satisfaction and motivation in multinational corporations (MNCs), using theoretical analysis and the results from around 100 Japanese expatriates’ questionnaires. It was possible to find the satisfaction and motivation-related characteristics of expatriates in MNCs from the results of their interviews and the questionnaire survey, which indicated that Japanese expatriates working in the USA, Singapore, and Indonesia had a higher job satisfaction degree than those working in cultural regions, such as China, Taiwan, and Australia. Moreover, the results showed that compared with other industries, in the sales and marketing industry, the Japanese expatriates had the lowest satisfaction degree after repatriation, although their satisfaction degree was higher during expatriation and after a career change. The reasons relating to regional cultures and institutions, and some methods and human resource management practices in international marketing and trading that were analyzed are expected to raise expatriates’ satisfaction and motivation.

7

"Ownership and control of large corporations in contemporary Japan." In Japanese Business Management, 148–62. Routledge, 2002. http://dx.doi.org/10.4324/9780203449141-18.

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8

Miyamoto, Kanji, and Masanobu Kosuga. "Management Accounting in Japanese Multinational Corporations: Lessons from Matsushita and Sanyo." In Japanese Management and International Studies, 181–95. WORLD SCIENTIFIC, 2006. http://dx.doi.org/10.1142/9789812707253_0014.

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9

Kashyap, Amit Kumar, Urvashi Jaswani, Anchit Bhandari, and Yashowardhan S. N. V. Dixit. "An Introduction to Corporate Insolvency Law and Reforms in Australia." In Corporate Insolvency Law and Bankruptcy Reforms in the Global Economy, 107–31. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5541-4.ch006.

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The Corporations Act of 2001 regulated the probable insolvency proceedings of all companies incorporated in Australia and companies incorporated or possessing separate legal. For personal insolvency, a specific legislation called Bankruptcy Act is there, but the basic framework of corporate insolvency law has been there since the inception of Corporations Act 2001 enactment, which includes all the aspects of company formation, management, governance, and dissolution. The authors have highlighted recent reforms; however, the main concentration of this chapter is on the legal infrastructure of corporate insolvency law at present as the reforms are not yet in force. The chapter also puts forth the problems faced by corporate debtor and creditors in the proceedings of insolvency resolution and has also expressed the scenario of cross-border insolvency in Australia in light of UNICTRAL Model law of cross-border insolvency which has been adopted by the Australian government in 2008.

10

Chen, Ziguang, Mitsuru Wakabayashi, and Norihiko Takeuchi. "A comparative study of organizational context factors for managerial career progress: focusing on Chinese state-owned, Sino-foreign joint venture and Japanese corporations." In Human Resource Management in China Revisited, 134–58. Routledge, 2020. http://dx.doi.org/10.4324/9781003060390-8.

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Тези доповідей конференцій з теми "Corporations, Japanese Australia Management":

1

Nagasato, Kenji. "Overseas Expansion of Japanese Multinational Corporations: Knowledge Transfer Management in Taiwan." In 2019 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2019. http://dx.doi.org/10.23919/picmet.2019.8893862.

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2

Sui, Shou-xin, Zi-jian Xu, and Pu-yue Wang. "Discussion on strategic mistakes of Chinese corporations on establishment of distinctive competence —comparison and analyses between Chinese Baosteel Co. and Japanese Mitsui Co." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4668947.

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3

Miyamoto, Michiko. "Information Technology Governance of Japanese Companies; An Empirical Study." In 11th International Conference on Computer Science and Information Technology (CCSIT 2021). AIRCC Publishing Corporation, 2021. http://dx.doi.org/10.5121/csit.2021.110704.

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IT has become an essential part of the organization. IT governance specifies the decision rights and accountability framework to encourage desirable behaviour in using IT. Concepts of IT governance has expanded to improve IT-business alignment under today’s business environment and prospects. This paper contributes to empirically knowledge of IT governance practices in Japanese organizations based on survey data gathered from 101 corporations, including large, medium, and small companies. The findings of the ordinal regression analyses in this study indicate that IT governance is associated with Strategic Alignment, Performance Measurement and Value Delivery, while Risk Management and Resource Management have positive but no significance association with IT governance.

4

Bashar, Md Khayrul. "Event-Driven Time Series Analysis and the Comparison of Public Reactions on Covid-19." In 9th International Conference of Security, Privacy and Trust Management (SPTM 2021). AIRCC Publishing Corporation, 2021. http://dx.doi.org/10.5121/csit.2021.110507.

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The rapid spread of COVID-19 has already affected human lives throughout the globe. Governments of different countries have taken various measures, but how they affected people lives is not clear. In this study, a rule-based and a machine-learning based models are applied to answer the above question using public tweets from Japan, USA, UK, and Australia. Two polarity timeseries (meanPol and pnRatio) and two events, namely “lockdown or emergency (LED)” and “the economic support package (ESP)”, are considered in this study. Statistical testing on the sub-series around LED and ESP events showed their positive impacts to the people of (UK and Australia) and (USA and UK), respectively unlike Japanese people that showed opposite effects. Manual validation with the relevant tweets shows an agreement with the statistical results. A case study with Japanese tweets using supervised logistic regression classifies tweets into heath-worry, economy-worry and other classes with 83.11% accuracy. Predicted tweets around events re-confirm the statistical outcomes.