著者

Heejin KIM

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.15, no.5, pp.221-237, 2016-10-15 (Released:2016-10-15)

参考文献数

42

被引用文献数

3

---

This paper reviews existing studies on the language strategies of multinational corporations (MNCs)—a subject that has received increasing attention since the late 2000s. In most of these existing studies, both academics and practitioners have tended to focus primarily on Englishization. That is, English as a lingua franca has been taken for granted, and most related studies have discussed organizational problems caused by Englishization and the solutions to those problems. However, English as a lingua franca is only one of various options, and it is incorrect to conclude that MNCs’ available language strategies are limited to Englishization. Instead, existing studies on language strategy take more multi-faceted perspectives and propose bilingual or multilingual strategies, choosing the term “language strategy” because of the increased emphasis on these various options.

著者

Suolinga Suolinga Heejin Kim

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0200804a, (Released:2020-09-03)

参考文献数

29

---

This paper intends to understand the overseas business expansion of a Japanese SME that is facilitated by strategic management of technical interns (TIs), a type of foreign migrant labor in Japan. We challenge the current prejudices and narrow view on the role of TIs by introducing a unique case wherein a rural SME utilized TIs as strategic human resources. Furthermore, we highlighted the positive influence of TIs on the gradual insiderization in foreign markets and development of new business opportunities.

著者

Heejin KIM

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.14, no.4, pp.171-191, 2015-08-15 (Released:2015-08-15)

参考文献数

48

被引用文献数

5 7

---

There are very few existing studies that focus on the internal headquarter organization in relation to knowledge transfer or innovation in overseas units. It is almost as if there is an implicit assumption that headquarter members ought to be proactive in transferring knowledge or information to overseas units. Thus, this study investigates the bottlenecks of the process in the transfer of product development tasks to overseas units, with particular focus on the psychological resistance of headquarter engineers. A detailed case study of a Japanese automobile supplier revealed the following problems that were faced by headquarter engineers: lack of motivation to business in emerging markets, perception gaps about original developers, and a high turnover rate of local engineers. Next, how the psychological resistance of headquarter engineers, which originate from these problems either directly or indirectly interferes with the transfer of development tasks, was explained by two paths, that is, decline in motivation toward information sharing and technical advices, and lack of communication channels. To promote the overseas expansion of development tasks, which is necessary for emerging market strategies, it will be critical to manage the causes and effects of the psychological resistance of headquarter engineers.

著者

Heejin KIM

出版者

グローバルビジネスリサーチセンター・東京大学MERC

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.12, no.6, pp.327-343, 2013-12-15 (Released:2013-12-17)

参考文献数

39

被引用文献数

4 8

---

Much research has been conducted about transferring the headquarters (hereafter HQ) staff to subsidiaries (expatriation). On the contrary, this paper reviews existing researches on transferring subsidiary staff to the HQ (inpatriation). Inpatriate staff clearly form a heterogeneous group and differ from expatriate staff in terms of their positions, strengths, and roles. The overall stream of related researches can be summarized into three topics. (1) Empirical surveys on Japanese companies have been conducted since the late 1980s, in which inpatriation was considered as a tool for localization of human resources. (2) Growing business opportunities in emerging economies stimulated researches on inpatriation since the late 1990s, especially focusing on Western multinational corporations. A research group headed by Harvey discussed the need for inpatriation and management issues that inpatriate staff may encounter at the HQ; Collings and his colleagues discussed the importance of strategic global staffing and preconditions for inpatriation. (3) In the 2000s, Reiche and others discussed knowledge transfer by inpatriate staff and the factors that facilitate this process (i.e., inpatriation) as a means of knowledge transfer in multinational corporations. It is possible that inpatriation, which has been discussed within the context of localization of human resources since the 1980s, will now present a new solution for many Japanese companies that are struggling to gain or transfer market knowledge from emerging markets.