著者

Youngkyo Suh

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.17, no.3, pp.123-132, 2018-06-15 (Released:2018-06-15)

参考文献数

11

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It has been explained in the past that multinational firms gain competitive advantage by creating a structure for the international division of labor through allocating certain activities in their value chains to advantageous locations. Actually, however, a firm's subsidiaries are exposed to business environments that differ from those of their home country; hence, an international division of labor may have resulted from an emergent strategy. The Ikegami Mold Engineering Group has production sites in Japan, Mexico, and China that manufacture and sell molds. The Mexico site differs from the others in that it repairs and overhauls molds. This business was not planned in advance but was rather built from an emergent strategy because of the business environment in Mexico: the industrial infrastructure is not suited to the manufacture of molds, the Mexican market exhibited demand for the repair and overhaul of molds, and Ikegami had built up the technological capabilities to respond to that need. Thus, a new business was born to repair and overhaul molds.

著者

Zhongqi Wang Youngkyo Suh

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0201201a, (Released:2021-01-17)

参考文献数

11

被引用文献数

1

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In the fast-growing Chinese heavy commercial vehicle market, it has been claimed that the rule is “manufacturers cannot survive unless they exceed an annual production scale of 10,000 units.” However, Japanese automakers GAC Hino Motors Company (GHMC) and Qingling Motors have been producing a profit in the Chinese market even though their production scale is less than 10,000 units. This has been due to the adaptation of a Japanese production system that can maintain a constant productivity standard even when dealing with small-scale production. However, the success of this Japanese production system has been due to the development of a method of fostering multiskilled workers in accordance with the actual circumstances in China.

著者

Yuki Mitomi Youngkyo Suh Hidenori Sato

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

pp.0191111a, (Released:2020-01-11)

参考文献数

12

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Japanese whisky now ranks as one of the five major whiskies in the world, but how did it come about? Suntory, which has won several prizes in international competitions since the beginning of the 21st century, was making many types of component whisky in the 1980s, when it was trying to deal with diversifying consumer needs and suffered from declining whisky sales. Ironically, these various malts led to the production of many high-quality blended whiskies, which are now winning prizes in international competitions.

著者

Youngkyo Suh Yuki Mitomi Hidenori Sato

出版者

Global Business Research Center

雑誌

Annals of Business Administrative Science (ISSN:13474464)

巻号頁・発行日

vol.18, no.5, pp.171-181, 2019-10-15 (Released:2019-10-15)

参考文献数

18

被引用文献数

2

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In recent years, global demand for Japanese whisky has been growing. Venture Whisky, a Japanese venture launched in 2004, is a born-global company exporting whiskies since 2006. It was able to win born-global status through resource-based venturing. Although the founder did not inherit assets or control of his family business, he recovered 400 casks of whisky that had once passed into other hands and was able to establish his business with these 400 casks as its basis. It was this “resource-based venturing” that proved to be a critical factor in the company’s success. That is to say, businesses that start with some sort of resource basis have a higher success potential than those starting from scratch, and sticking with succession of the existing business would have hardly led to success. The very key to this success is in resource-based venturing.

著者

Youngkyo SUH

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.6, pp.251-263, 2016-12-15 (Released:2016-12-15)

参考文献数

18

被引用文献数

1 4

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The production systems of Japanese companies are considered to be firm-specific advantages, which lead to superior productivity. The mother factory system, exemplified by Toyota Motor Corporation, has been used as a primary method for transferring Japanese production systems overseas. However in recent years, some companies, such as Hyundai Motor Company of Korea, have begun using a different way to transfer production methods overseas. This paper terms this method the “model factory system” and compares it with the mother factory system within the framework of knowledge transfer theory. In this framework, production systems are regarded as knowledge held by the home country. In this analytical framework, members, tools, and manuals represent knowledge that is directly moved; skills, organizations, and layouts represent knowledge that can be reproduced by the recipient. This framework was used to analyze cases of production system transfer overseas by Toyota Motor Corporation and Hyundai Motor Company. It was shown that the mother factory system primarily transfers knowledge from the home country’s factories, whereas the model factory system transfers knowledge from the corporate headquarters.

著者

WonWook SONG YoungKyo SUH

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

pp.0150805a, (Released:2016-02-18)

参考文献数

15

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This paper is a case study of a professional organization for offering customer solutions (POOCS) at Company A, a global materials supplier. Positioned in the upstream supply chains, Company A has the ability to handle materials, and most of its direct customers are second- and third-tier companies in the supply chain. Company A had difficulty understanding the general direction of the supplier system and industry trends for the very same reasons. However, by creating a POOCS, engineers at Company A were able to understand external information of Chain Captains and Trend Settlers and propose solutions without being distracted by semantic noise. In other words, the POOCS functioned much like the gatekeepers described by Allen (1977), who did not find any relationship between the existence of a gatekeeper and performance; however, in the case of Company A, performance clearly improved with the creation of the POOCS to act as a gatekeeper.