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Artículos de revistas sobre el tema "Corporations, Japanese Australia Management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 6 de febrero 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, n.º 2 (marzo de 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, n.º 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.

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3

Bindon, B. M. y N. M. Jones. "Cattle supply, production systems and markets for Australian beef". Australian Journal of Experimental Agriculture 41, n.º 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.

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4

Wright, Mike, Motoya Kitamura y Robert E. Hoskisson. "Management Buyouts and Restructuring Japanese Corporations". Long Range Planning 36, n.º 4 (agosto de 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, n.º 1 (1991): 65. http://dx.doi.org/10.2307/2760363.

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6

Meric, Gulser, Berrin Guner, Shifei Chung y Ilhan Meric. "A Comparison of Business Management Characteristics in U.S., German, and Japanese Manufacturing Corporations". Studies in Business and Economics 14, n.º 1 (1 de abril de 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.

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7

Kumar, Sanjeev. "THE MANAGEMENT STYLES OF MULTINATIONAL JAPANESE AUTOMOBILE CORPORATIONS". Paradigm 1, n.º 1 (julio de 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 y Christopher Wright. "Incorporating citizens: corporate political engagement with climate change in Australia". Organization 20, n.º 3 (17 de abril de 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.

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9

Rhody, Jim D. y Thomas Li-Ping Tang. "Learning from Japanese Transplants and American Corporations". Public Personnel Management 24, n.º 1 (marzo de 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.

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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, n.º 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, n.º 1 (enero de 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 effectively at home. The companies therefore face problems, especially in the internationalization of management. Yet a high-level study group and others in Japan have concluded that this is the only viable path adapted to the changed needs of the 1990s and beyond and that taking it is a matter of enlightened self-interest.

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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, n.º 2 (agosto de 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, n.º 1 (diciembre de 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, n.º 1-2 (diciembre de 1990): 53–60. http://dx.doi.org/10.1007/bf02377658.

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15

Gowen, Charles R. y William J. Tallon. "Turnaround strategies of American and Japanese electronics corporations". Journal of High Technology Management Research 13, n.º 2 (septiembre de 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, n.º 1 (marzo de 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, n.º 1 (enero de 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 connected to the ultimate reality. The framework of concentric circles lets moral agents apply different ethical rules to the respective circles. The dynamics of these religious and social dimensions lead to a different view of both individuals and corporations from that dominant in the West.

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18

Andrew, Nicholas Paul y Mark Wickham. "The voluntary CSR disclosure in corporate annual reports: Evidence from Australia". Corporate Ownership and Control 8, n.º 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 to socially legitimise their operations to their salient stakeholder groups. Whilst there has been extensive academic interest in the concept of CSR, it has focused almost exclusively on normative definitions of the concept, and/or the presentation of empirical evidence that details „why corporations should report their CSR activities‟ and „what CSR activities they should report‟. What is lacking the literature, however, is a focus on the question as to „how do corporations strategically report their CSR activities?‟ We find that there is evidence to support a „Core/Periphery Model‟ of strategic CSR disclosure, which we feel provides a framework for predicting how corporations will voluntarily disclose their CSR performance given the issues, events and/or crises that affect their industry environments.

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19

Dedoussis, Vagelis. "Japanese-firms in Australia: How ‘Japanese’ can their management style be?" Japanese Studies 13, n.º 1 (mayo de 1993): 24–37. http://dx.doi.org/10.1080/10371399308521873.

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20

Bah, Alpha Mamoudou y Takahiko Hiratsuka. "A STUDY ON BUSINESS MANAGEMENT IN JAPANESE AND GUINEAN AGRICULTURAL CORPORATIONS". Journal of Rural Problems 32, n.º 1 (1996): 32–42. http://dx.doi.org/10.7310/arfe1965.32.32.

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21

Luethge, Denise J. y Philippe Byosiere. "Japanese corporations: gender differences in re‐defining tacit knowledge". Women in Management Review 22, n.º 1 (6 de febrero de 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, n.º 4 (22 de marzo de 2013): 757–80. http://dx.doi.org/10.1007/s11156-013-0361-0.

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23

Yu, Jie y Hendrik Meyer-Ohle. "Working for Japanese Corporations in China: A Qualitative Study". Asian Business & Management 7, n.º 1 (6 de febrero de 2008): 33–51. http://dx.doi.org/10.1057/palgrave.abm.9200250.

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24

Backhouse, Kim y Mark Wickham. "Corporate governance, boards of directors and corporate social responsibility: The Australian context". Corporate Ownership and Control 17, n.º 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 are discussed in detailed and this article outlines how these practices are heavily influenced by the Australian Commonwealth Corporations Law (which sets out mandatory legal requirements that all Australian companies must adhere to). The article continues to explore briefly directors’ remuneration practices, recent shareholder’s rights protection and activism, the importance of corporate governance and the link to firm performance, and finally the importance of corporate social responsibility in the Australian context.

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25

COLLINSON, SIMON. "DEVELOPING AND DEPLOYING KNOWLEDGE FOR INNOVATION: BRITISH AND JAPANESE CORPORATIONS COMPARED". International Journal of Innovation Management 05, n.º 01 (marzo de 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, including dynamic capabilities, innovation studies and the "social shaping of technology" are combined in a knowledge-based approach to analyse how differences in the organisation context influence knowledge-management capabilities and innovation. The findings highlight important differences between the two firms, including aspects of managerial power and employee motivation, that influence how specialist knowledge is developed, deployed, integrated and "leveraged" for manufacturing innovation. Contextual factors underpin sustained differences between such firms and therefore represent sources of competitive advantage, but may also contribute to inertia and path-dependency.

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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, n.º 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, n.º 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, n.º 1 (1995): 18–32. http://dx.doi.org/10.1241/johokanri.38.18.

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29

Sekiguchi, Tomoki, Fabian Jintae Froese y Chie Iguchi. "International human resource management of Japanese multinational corporations: Challenges and future directions". Asian Business & Management 15, n.º 2 (abril de 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, n.º 14 (5 de febrero de 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, n.º 03 (septiembre de 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 their effective co-ordination of the value chain and integration of R&D into their business strategies. Both advantages are achieved through intensive use of personal contacts, informal communication and socialisation. However, European enterprises obviously underestimate these instruments and rely more on internal quasi-markets in R&D. These advantages in Japanese R&D management are also accompanied by drawbacks: while co-ordination is successfully supported within the company in Japan, the integration of international R&D is rendered more difficult.

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32

Shadur, Mark A. y Greg J. Bamber. "Toward lean management? international transferability of Japanese management strategies to Australia". International Executive 36, n.º 3 (mayo de 1994): 343–64. http://dx.doi.org/10.1002/tie.5060360307.

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33

Yoshikawa, Toru, Phillip H. Phan y Parthiban David. "The Impact of Ownership Structure on Wage Intensity in Japanese Corporations". Journal of Management 31, n.º 2 (abril de 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 performance is low.

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34

Holden, Peter D. y Fumiya Konishi. "Technology transfer practice in japanese corporations: Meeting new service requirements". Journal of Technology Transfer 21, n.º 1-2 (marzo de 1996): 43–53. http://dx.doi.org/10.1007/bf02220306.

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35

Wood, Greg, Georgina Whyatt, Michael Callaghan y Goran Svensson. "Codes of ethics content: UK and Australian corporations". European Business Review 31, n.º 5 (2 de agosto de 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 culturally related countries: corporate approaches that are worthy of comment. Research limitations/implications This paper does provide a sound basis for further investigation and cross-country comparisons of corporate codes of ethics. Practical implications The instrument used for classifying code content gives an insight into the top companies operating in the UK and Australia and what they consider important to cover within a code of ethics. Social implications In light of increasing societal expectations of corporate ethical standards, this research study offers improved understanding of/insight into the development of codes of ethics as a means to guide organizational behaviours/conduct. Originality/value This study proposes a contemporary instrument for the analysis of codes of ethics that has built upon the work of others over the past 30 years.

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36

Marinov, Marin A., Svetla T. Marinova y Ken Morita. "Internationalization of Japanese Multinational Corporations in Central and Eastern Europe". Journal of East-West Business 9, n.º 3-4 (22 de marzo de 2004): 27–52. http://dx.doi.org/10.1300/j097v09n03_03.

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37

Holden, Peter D. y Fumiya Konishi. "Technology transfer practice in Japanese corporations: meeting new service requirements". International Journal of Services Technology and Management 1, n.º 2/3 (2000): 209. http://dx.doi.org/10.1504/ijstm.2000.001574.

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38

Bird, Allan, Sully Taylor y Schon Beechler. "A typology of international human resource management in Japanese multinational corporations: Organizational implications". Human Resource Management 37, n.º 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, n.º 4 (enero de 1987): 343–59. http://dx.doi.org/10.1016/0016-7185(87)90026-1.

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40

Wakabayashi, Mitsuru, George Graen y Mary Uhl-Bien. "The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations". Human Relations 43, n.º 11 (noviembre de 1990): 1099–116. http://dx.doi.org/10.1177/001872679004301104.

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41

Barolli, Valbona, Heihachiro Fukuda, Leonard Barolli y Makoto Takizawa. "A marketable quality and profitability model: a case study for Japanese corporations". International Journal of Business Intelligence and Data Mining 1, n.º 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, n.º 3-4 (septiembre de 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 y Andrew G. Bodsworth. "Marlin fisheries management in Australia". Marine and Freshwater Research 54, n.º 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 impact, whereas others such as closed areas have had a marked impact on fishery interactions and sectoral conflict. Relatively small areaclosures reduced the interactions of Japanese longliners with black marlin by 85%. On a per unit-of-effort basis marlinsare currently afforded greater protection than ever from overfishing; however, effort from all sectors continues to increase and sectoral conflict with respect to marlins is expected to continue to result in calls for further management action.

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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, n.º 43 (febrero de 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, n.º 1 (9 de abril de 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, n.º 4 (21 de enero de 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, n.º 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 corporate governance driven by pressure from capital markets. This change has been necessitated by: (a) less need on the part of corporations to rely on banks in acquiring funds, (b) ongoing dissolution of cross shareholdings, (3) an increasing importance for the role of institutional investors, and (4) innovations in information and communication technologies. The change may be regarded as being one from “process innovation” toward a system conducive to “product innovation;” hence a desirable shift. There remain, however, a number of policy tasks, such as institutional improvement in securities investment trusts and the need to better define the role of institutional investors

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48

Lécuyer, Christophe. "Confronting the Japanese Challenge: The Revival of Manufacturing at Intel". Business History Review 93, n.º 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 development to production and standardized the firm's factories. This major transformation enabled Intel to reach manufacturing parity with Japanese chipmakers by the early 1990s.

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49

Thaker, Jagadish. "Corporate communication about climate science". Journal of Communication Management 24, n.º 3 (9 de diciembre de 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 business contribution and responsibility. New Zealand based corporations generally do poor reporting compared to Australian corporations, who do as well as the biggest corporations in the world. Research limitations/implications There is a further need for cross-country research and for more longitudinal analysis to understand how organizations communicate about scientific issues to its stakeholders. Practical implications This paper can inform communication managers about the need to pay attention to how their communication, individually and in comparison with their peers, is likely interpreted by the stakeholders. Managers may attend to scientific consensus messaging to gain stakeholder approval for ambitious business actions on climate change. Social implications Organizations are powerful social and economic drivers. Understanding how they interpret and communicate a scientific issue has implications for public and policy discourses and outcomes. Originality/value This is the first paper to comparatively identify common and contextual drivers of business communication of complex scientific issues. A reliable scale to measure climate science communication by corporations will be helpful for future researchers to replicate in other sectors.

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Beechler, Schon. "International Management Control in Multinational Corporations: The Case of Japanese Consumer Electronics Firms in Asia". Asean Economic Bulletin 9, n.º 2 (noviembre de 1992): 149–68. http://dx.doi.org/10.1355/ae9-2b.

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