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

该项目旨在通过实地研究，考察与东亚国际分工发展密切相关的日本产业重组和日本企业内部分工。以下是我们研究的主要观点。首先，在2000年前后，主要的日本电子公司大幅裁员，遭受了糟糕的宏观经济状况和日益激烈的国际竞争，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会继续下去。即使是现在，日本电子公司及其国内工厂在数字电子产品的关键部件方面仍保持着竞争优势。日本国内工厂向它们的姊妹工厂和海外竞争对手供应这些关键零部件。其次，由于来自东亚国家…的竞争压力，汽车行业的管理环境与电子行业有很大的不同更多的人没有那么强大。当然，汽车公司在组装和零部件领域扩大了越来越多的海外业务。然而，根据这一点，在技术援助和关键部件供应方面，国内工厂的作用变得更加重要。第三，虽然总体上中小企业面临的形势严峻，但我们研究的目标企业的管理状况因公司而异。一些人认为最合适的生产地点在日本，而另一些人则设法生存下来，专门为国内市场提供商品。一些公司在国内和国外都建了工厂，寻求在自己的工厂之间进行理想的分工，另一些公司则跟随客户在国外扩大了工厂。第四，对于中国企业来说，遵循管理风格令人印象深刻。一家公司严格执行以胡萝卜和大棒为导向的人力资源管理政策，包括质量控制。另一种是以定位为导向的战略，即优先寻找市场机会，如果缺乏适当的资源来抓住机会，就从外部积极获取包括人力资源在内的管理资源。这种类型的战略与日本主流的考虑资源型战略的战略有明显的不同。较少

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