Business Models And Talent Management Practices Of Japanese Multinational Companies

Few other countries have experienced as much rapid economic change as Japan. In the 1970s and 1980s, Japan was praised as "global number one" because of its extraordinary economic growth. However, from the early 1990s, the Japanese economy began to decline, and the global presence of major Japanese companies also started to diminish. Today, Japan is again on the track toward economic growth, and Japanese companies are recovering their growth momentum. During this period, Japanese companies began to change their global business strategies. During the earlier years, their core capabilities were centralized in Japan, but they have gradually shifted their R&D and marketing functions from Japan to overseas subsidiaries. Some companies are now optimizing their value chain without regard to entity and/or location limitations. These changes in global strategy should also align with changes in their talent management practices. However, I believe some Japanese companies are not making the needed changes in a timely manner. In this thesis, I explore the transition of business and talent management practices of Japanese companies, mainly manufacturers, and discuss the challenges they now face. Further, I provide suggestions to help facilitate the transformation of human resource management practices in Japanese companies.

This book provides an in-depth analysis of the management and investment strategies of Japanese multinational companies, examining foreign investment from a Japanese perspective by studying international business practices and the behaviour of multinational companies in the global environment. Beginning with an overview of recent trends in international capital flows and the role of international mergers and acquisitions, it describes the global environment for Japanese multinational companies as it affects Japanese foreign direct investment, as well as the impact of Japanese foreign investment in the host countries. The domestic cultural environment of Japanese companies is investigated, providing a background to the understanding of the expansion of Japanese business activities throughout the world. Foreign investments in various parts of the world are examined in detail, as are their impact on the domestic economy of Japan. A comprehensive analysis of the strategic planning process in Japanese multinational companies follows, and the book concludes with an assessment of the management and leadership styles of Japanese multinational companies and how they differ from Western leadership styles. This book is a valuable source of information about recent developments in the international economy in which Japan is playing a prominent role.

Especially effective in dynamic and highly competitive environments, the Amoeba Management System has received attention from the Harvard Business Review and has already been successfully adopted at more than 400 companies around the world. At the heart of this innovative management system is a business philosophy based on doing the right thing as

This book draws on recent theoretical contributions in the area of global talent management and presents an up to date and critical review of the key issues which MNEs face. Beyond exploring some key overarching issues in global talent management the book discuses the key emerging issue around global talent management in key economies such as China, India, the Middle East and Eastern Europe. In contrast to many of the currently available texts in the area of global talent management which are descriptive and lacking theoretical rigor, this text emphasizes the critical understanding of global talent management in an organizational context. Drawing on contributions from the leading figures in the field, it will aid students, practitioners and researchers alike in gaining a well grounded and critical overview of the key issues surrounding global talent management from a theoretical and practical perspective.

This well-known business book in Japan shares new way of “Engagement model with employees” to create high performed organization with real stories. For many companies now, “Globalization” is one of the key challenges in growing their business. After the bankruptcy of Lehman Brothers, the traditional appeal of products and brands alone will not be enough to lead the market. “People” are increasingly seen as an important differentiator to companies that are seeking “Globalization and Innovation”. However, many companies find themselves without “Engagement with employees”. Japanese companies have unique engagement model with employees, which enable people working as the organization. This book covers techniques for acclerating Global HR, and creating highly productive teams, demonstrating methods of engaging with employees that lead the growth of organization.

Human resource management systems differ across corporations around the world. Japan has unique characteristics that create specific challenges for HRM and there is currently a lack of research focusing on Japanese HR issues available to westerners. This book examines the major challenges and dilemmas in human resource management as Japan's industrial society continues its resurgence in the global arena. The first part of the book deals with Japanese HRM from an international perspective, analysing the overall structure of Japanese HRM systems and comparing these with current international systems. The second part of this book looks at Japanese HRM from a domestic perspective and as such covers the micro issues of HRM practice in Japan. Written by a leading team of HRM experts from Japan, the UK, France, Australia and Canada, this book will be of interest to anyone interested in HRM in Japan, and international HRM more generally.

This volume provides insights into multinational enterprises’ (MNEs) global staffing and global talent management (GTM), and covers issues of global mobility from organizational, individual and contextual perspectives.

How can knowledge management function well in a highly dynamic VUCA context? This Element focuses on the context of Japanese management and practices to present the concept of people-centric innovation ecosystem. An overview of Japanese management is provided, from publications in English to the insiders' view of Japanese scholars, combining these sources with interviews and dynamic groups with local managers and case studies to illustrate the state and evolution of Japanese management and practices. Highlighting the people-centricity in Japanese management, its networked innovative capability sustains enterprise development in a highly dynamic VUCA context. The interconnectedness and mutual influence of Japanese and Western management have the potential to generate more general management advancements. This Element aims to contribute to the debate on generalization and contextualization, culture and metaculture, and the coexistence of convergence and divergence. Japanese womenomics and its implications for Asian emerging economic powers are also discussed.

International talent management has become a critically important topic for scholarly discussion, in policy debates, and among the business community. Despite this, however, research into talent management tends to lack theoretical underpinnings, especially from an international, multidisciplinary, and comparative perspective. This Research Handbook fills this gap, bringing together a range of leading researchers, scholars, and thinkers to debate and advance the conceptualization and understanding of this multifaceted subject.