Literatura académica sobre el tema "Japanese Australia Management"

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.

This paper argues that despite the internationalisation of economic activity, and a concomitant diminution of economic policy-making autonomy, national policy settings continue to display a surprising degree of divergence and remain important determinants of economic outcomes. Similarly, there are distinctively different and enduring patterns of corporate organisation across nations which confer specific competitive advantages. Important theoretical and practical questions are raised, therefore, about the potential efficacy of national economic policies and their capacity to accommodate such divergent practices. This paper examines the bilateral relationship between Australia and Japan, and assesses the effectiveness of Australia's predominantly neoliberal economic policy framework in the light of such national and organisational variation. It will be suggested that Australian policy-makers' faith in market mechanisms caused them to underestimate the significance of Japanese commercial practices and regional production strategies, rendering attempts to transform the relationship largely unsuccessful.

Philips Australia, the Australian subsidiary of Dutch MNE Philips Electronics, experienced difficulties during 1942–1943, when it came close to being nationalized as enemy property. In response, the company set out to improve its reputation in the local radio parts and electronics industry and in Australian markets. Its strategy of embedding itself in Australian society served the purpose of improving company performance and influencing the government policies that guided the rapid development of Australia’s postwar electronics industry. With this strategy, Philips Australia minimized the risks and maximized the commercial opportunities it faced. The firm localized senior management, maximized local procurement and local manufacturing, took a leading role in industry associations, engaged politically influential board members, and used marketing tools to build a strong brand and a positive public profile in Australia. However, the company became aware of the limitations of this strategy in 1973, when a new Labor government reduced trade protection. Increasing competition from Japanese electronics firms forced Philips Australia to restructure and downsize its production operations. Despite increasing reliance on imports from the parent company’s regional supply centers and efforts to specialize production on high-value added products, the firm saw its profitability and market share in Australia decrease.

Australia's economic future depends on policies to achieve economic allies and prosperity within the Asia—Pacific region. To do this more than expanding primary exports is needed, because the growth rate of primary industry is relatively low. There are already countries in the Asia—Pacific region who have specialised in secondary industry, but Australia is well placed to specialise in leisure and tourism and also in the information industry, meaning not computing but consulting work and research.

China’s trade, tourism and limited foreign direct investment (FDI) to Australia have been regarded as playing an important part in Australia’s growth and prosperity in recent years. In spite of the fact that these activities are the three principal growth determinants in modern economic integration theory, growth studies based on this theory’s structural framework, while highly appropriate, have hardly been undertaken. This article proposes to fill the gap by formally developing an endogenous causal model of simultaneous growth and tourism for policy analysis. In this model, trade, FDI and tourism are specified as the main contributing factors to growth. Simultaneously, gravity theory (including growth) and the Ironmonger–Lancaster new consumer demand theory determine tourism, while ‘economic conditionality’ potentially affecting both growth and tourism in the sense of Johansen is recognized and incorporated. The model is then applied to Australian and Chinese data for the important post-Japanese tourist boom period 1992–2015, to provide substantive findings on three questions: the impact of Chinese tourism to Australia, Chinese tourism determination and the effects of Chinese trade and key macroeconomic indicators on Australian economic growth. Significant policy implications are then developed for use by government tourism planners and policymakers.

AbstractThroughout its European history, Australia has solved recurrent labor shortages by importing workers from overseas. Situated on shipping lanes between the Pacific and Indian Oceans, the northern Australian pearlshelling industry became a significant locus of second-wave transnational labor flows (1870–1940) and by the 1880s was dependent on indentured workers from the Pacific and Southeast Asia. Exempted from the racially discriminatory Immigration Restriction Act of 1901, indentured Asian seamen, principally Japanese, maintained the industry until the outbreak of the Pacific War in 1941. The Torres Strait pearlshelling industry, centered on Thursday Island in Far North Queensland, resumed in 1946 amid general agreement that the Japanese must not return. Nevertheless, in 1958, 162 Okinawan pearling indents arrived on Thursday Island in a controversial attempt to restore the industry's declining fortunes. This article is intended as a contribution to the history of transnational labor movements. It consults a range of sources to document this “Okinawan experiment,” the last large-scale importation of indentured Asian labor into Australia. It examines Australian Commonwealth-state tensions in formulating and adopting national labor policy; disputes among Queensland policy makers; the social characteristics of the Okinawan cohort; and local Indigenous reactions. Also discussed are the economics of labor in the final years of the Torres Strait pearling industry. This study thus extends our knowledge of transnational labor movements and the intersection of early postwar Australian-Asian relations with Queensland Indigenous labor policy. It also foreshadows contemporary Indigenous demands for control of local marine resources.

This paper sets out to highlight some of the major sociotechnical and team interventions in Australia from the seventies through to the nineties. The review notes that teamwork interventions have changed over the last two decades and argues that this may be attributed partly to the popularity and influence of Japanese management approaches during the eighties along with changes to the industrial relations institutions. Team interventions associated with earlier sociotechnical and participant design approaches, undertaken in the seventies, concentrated on changing work and jobs as a way to address quality of work life concerns. In contrast, many Australian organisations which are presently implementing teams are linking them to broader organisational design issues, taking into account product flows, customer and supplier focus, product innovation and support systems. It is noted that later-style team interventions are linked closer to an organisation's strategic goals.

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.

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.

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.