The turnaround and growth of a corporate: Strategic operation of business and capital alliance among corporates

在本研究中，我们将通过汇集协同效应和在企业内部关系中学习来建立可持续和竞争能力的动态系统概念化为LMC(链接管理能力)。基于这一概念，我们研究了日本和东亚国家的几家大公司是如何在这些导致动态能力转变和加强的过程中发生的。更具体地说，我们打算调查松下、马自达、福特、现代汽车和起亚汽车的融资、全球地点和物流、人力资源管理和运营管理以及供应链管理。研究发现，LMC概念能够有效地从中层视角解释组织战略竞争优势因素的作用机制，比单纯从网络系统(宏观层面)或战略联盟(微观层面)的视角来解释企业的扭亏为盈和成长的能力更强。

In this research, we have conceptualized the dynamic system to establish sustainable and competitive power by pooling synergy and learning in inter-relationships of companies as LMC (Linked Management Competence). Based on this concept, we have examined how these processes that have resulted in the turnarounds and reinforcement of dynamic competences took place in several major companies in Japan and East Asian countries. More specifically, we intended to investigate the financing, global locations and logistics, HRM and operation management, and SCM of Panasonic, Mazda, Ford, Hyundai Motor and Kia Motor. It was found out that LMC concept is useful and efficient to explain how the factors of strategic competitive advantages of organizations work out in the mezzo level perspective, enhancing the power of explaining about turnaround and growth of a corporate more than merely doing it through the perspectives of network systems (macro level) or strategic alliances (micro level).