Development of Intra-Area Division of Labor in East Asia and Reorganization of Industries and Restructure of Companies in Japan

本研究课题旨在通过实地调查，研究与东亚地区国际分工的发展密切相关的日本产业重组和日本企业内部的再分工。以下是我们研究的重点。首先，在2000年左右，日本主要的电子公司大幅裁员，这是因为宏观经济状况不佳，国际竞争激烈，特别是来自东亚公司的竞争。然而，这并不一定意味着国内工厂的空心化继续进行。日本电子企业及其国内工厂在数字电子产品的关键部件方面保持着竞争优势。日本国内的工厂将这些关键零部件供应给国外的姐妹工厂和竞争对手。其次，汽车产业的经营环境与电子产业有很大的不同，来自东亚国家的竞争压力 ...更多信息 并不是那么强大。当然，汽车公司在装配和零部件领域越来越多地扩大了海外业务。然而，在这种情况下，国内工厂在技术援助和关键部件供应方面的作用变得更加重要。第三，虽然一般来说，中小企业的形势是严峻的，但我们研究的这些公司的经营状况各不相同。有些人认为最适合的生产地点是在日本，而另一些人则设法生存，专门为国内市场生产商品。有些公司在国内和国外都建立了工厂，寻求在自己的工厂之间进行合理的分工，另一些公司则根据客户的要求在国外扩大工厂。第四，对于中国公司来说，遵循管理风格是令人印象深刻的。一家公司将胡萝卜加大棒的人力资源管理政策严格应用于包括质量控制在内的所有业务。另一种是定位导向型战略，即优先寻找市场机会，如果缺乏合适的资源来抓住机会，则积极从外部获取包括人力资源在内的管理资源。这种战略与日本主流的资源型战略有着明显的不同。少

This Project is aimed at examining, through field research, reorganization of industries in Japan and intra-firm re-division of labor of Japanese companies closely related to the development of international division of labor in East Asia. Followings are major points of our Research. Firstly around 2000, leading Japanese electronics companies reduced their employees considerably suffered from bad macro economic conditions and sever international competition, particularly from East Asian-based companies. However, it does not mean necessarily that hollowing out in domestic plants proceeds. Japanese electronics companies and their domestic plants even now maintain competitive edge in terms of key components of digital electronics products. Japanese domestic plants supply these key components to their sister plants and rival companies abroad. Secondly, Managerial environment of automotive industry rather different from electronics industry, as competitive pressure from East Asian countries … More are not so strong. Of course, automotive companies have enlarged their foreign operations more and more in both assembly and component areas. According to that, however, the role of domestic plants becomes even more important in terms of technical aids and key component supply. Thirdly, though, in general, situations surrounding medium and small size enterprises are severe, managerial conditions of those companies targeted by our research vary company to company. Some believe that the most suitable location for production lies in Japan, whereas others manage to survive specializing goods for domestic market. Some have developed both domestic and foreign plants seeking desirable division of labor among their own factories and others have enlarged plants abroad following their customers. Fourthly, regarding to Chinese companies, following managerial style is impressive. One company applies the carrot and the stick oriented Human Resource Management policy strictly to all the operations including quality control. Another pursues positioning oriented strategy, in which she prioritizes seeking market opportunities and aggressively acquires managerial resources including human resources from the outside if she lacks appropriate resources to grab the opportunities. This type of strategy is apparently different from main stream of Japanese counterparts which take account of resource-based strategy. Less