权益分类	功能权益	普通用户	{{item.name}}会员
{{category.name}}	{{benefitItem.name}}

Globalization Strategy and the Competitive Advantage of Hierarchical Complementation

全球化战略与层级互补的竞争优势

基本信息

批准号：
14530152
负责人：
KOSAKA Takahide
金额：
$ 0.64万
依托单位：
Ninon University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
2002
资助国家：
日本
起止时间：
2002 至 2003
项目状态：
已结题

项目摘要

This research investigates into the actual conditions of Japanese car enterprises and parts enterprises in the East Asian economic region. The purpose of this investigation is to grasp the current state of international division of labor of Japanese enterprises, and to clarify the source of competitive edge of Japanese enterprises.The outline of this research is as follows.The feature of the globalization strategy of Japanese enterprises in the East Asian economic region is greatly different from their strategy in North America. "Hybrid" management which combines the Japanese management with the United States management became possible like NUMMI in North America. However, there were few auto sectors (car assembly and part production) in East Asian economic region when Japanese enterprises advanced to there. In addition, the industries which relate to the auto sector have not grown up enough either. That is, the components to form "Hybrid" production did not exist in the East Asian eco … More nomic region. Moreover, the market scale was too small to produce cars which needed large-scale equipment. It was a high barrier for Japanese car industry.To exceed such a barrier, Japanese enterprises used entirely this region as one economic bloc. Japanese enterprises distributed manufacturing activities such as technological development, function part production, standard part production, and the final assembly to each country of East Asia, and made those part production affiliation a network. It was necessary to improve gradually a technological level of those affiliations to reinforce the competitive edge of the car production.Two development types have been formed under such a frame in the East Asian economic region. That is, "Type I" has improved the sales force of the entire car to a home country market and foreign markets though depends on the advanced country (in this case, it is Japan) for the product technology and the productive technique. As a result, the expanded reproduction has been enabled. South Korea corresponds to this type. Recently, China can also classify it into this type."Type II" has achieved the expanded reproduction of the car by neighboring countries' forming interdependently a network though technological dependence to Japan is also the same. The main reason which forms a network is that the sales market of the part procurement and entire car is too narrow only of the home country market. The car enterprises of ASEAN correspond to this Type II. These two Types compete with each other in East Asian economic region. Less

本研究调查了日本汽车企业和零部件企业在东亚经济区的实际情况。为了把握日本企业国际分工的现状，弄清日本企业竞争优势的来源，本研究的主要内容如下：日本企业在东亚经济区域的全球化战略的特点与在北美的战略有很大的不同。像北美的NUMMI一样，将日本的管理与美国的管理相结合的“混合”管理成为可能。然而，日本企业进入东亚经济区时，东亚经济区的汽车产业（汽车组装和零部件生产）却很少。此外，与汽车行业相关的行业也没有足够的成长。也就是说，形成“混合”生产的成分在东亚经济中并不存在， ...更多信息命名区。此外，市场规模太小，无法生产需要大型设备的汽车。这对日本汽车工业来说是一个很高的壁垒，为了突破这一壁垒，日本企业把整个地区作为一个经济集团来利用。日本企业将技术开发、功能零件生产、标准零件生产、最终组装等制造活动分散到东亚各国，并使这些零件的生产关系形成网络。为了增强汽车生产的竞争力，必须逐步提高汽车生产企业的技术水平，在这样的框架下，东亚经济区形成了两种发展模式。也就是说，“I型”提高了整个汽车在国内市场和国外市场的销售力，尽管产品技术和生产技术依赖于先进国家（在这种情况下，是日本）。因此，扩大再生产成为可能。韩国就属于这种类型。最近，中国也可以将其归为这一类型。“II型”通过与周边国家相互依存形成网络，实现了汽车的扩大再生产，但对日本的技术依赖性也是如此。形成网络的主要原因是仅国内市场的零部件采购和整车销售市场过于狭窄。东盟的汽车企业对应于这一类型II。这两种类型在东亚经济区域内相互竞争。少