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| Srl | Item |
| 1 |
ID:
087425
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| Publication |
2009.
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| Summary/Abstract |
The Asian economy has experienced tremendous changes since the late 1980s, such as the serious stagnation of the Japanese economy, the rise of many non-Japanese Asian firms, particularly in Taiwan and South Korea, and the emergence of China as an economy endowed with abundant low-cost production resources as well as a huge market. This special issue explores how Asian enterprises interact with one another amid these structural changes, with China as the arena. First and most importantly, our studies illustrate many cases of competitive and cooperative relationships among Asian firms, various kinds of cooperation in particular, which reflects the narrowing gaps among Japanese, Taiwanese, and Korean firms. Second, we also demonstrate the evolutionary process of resource/capacity building and strategic choices. Third, mutual trust built up through long-term association plays a crucial role in the collaboration between Japanese and Taiwanese firms. Fourth, although we focus on Asian enterprises, our research also shows that the multinationals from America and Europe continue to be important actors in the regional economy. Fifth, China is both a facilitator of cooperation and a stage providing opportunities for the latecomers to challenge firms from advanced countries
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| 2 |
ID:
001656
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| Publication |
Tokyo, Institute of Developing Economies, 1999.
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| Description |
179p.
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 041267 | 338.95/IND 041267 | Main | On Shelf | General | |
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| 3 |
ID:
087427
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| Publication |
2009.
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| Summary/Abstract |
Two large Japanese convenience store chain companies, namely 7-Eleven Japan and FamilyMart, both of which set up businesses in China in 2004, have followed entirely different strategies. FamilyMart chose a team management strategy which is distinguished by fully utilizing the resources of its Taiwanese subsidiary and forming a partnership with a big Taiwanese business group, Ting Hsin International Group in China. By contrast, 7-Eleven Japan built up its China subsidiary almost wholly by itself, a policy that can be described as a managing-alone strategy. The differences in strategy stem fundamentally from differences in the two companies' experience of international management and from the knowledge derived from that experience. And their choice of strategies has also been shaped by the interactions between two Taiwanese business groups, namely the Ting Hsin International Group and the President Group. Furthermore, we find that FamilyMart's strategy enabled it to build up its operations more quickly than the policy adopted by 7-Eleven Japan. Although the latter's strategy is more time-consuming, it offers a stronger possibility of establishing a more efficient and more transparent business model than the approaches followed by other convenience store chains.
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