• Journal of Korea Port Economic Association
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• v.21 no.3
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• pp.191-217
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• 2005

Ninety percent of an average Chinese manufacturer's time spent is on logistics. Therefore, logistics presents the greatest challenge for multinational companies conducting businesses in China. Although more than 18,000 registered logistics companies exist in China, 85 percent of their revenues are generated from basic trucking and storage services. These facts indicate that China will need increasing presence of high-quality foreign 3PL providers, who are able to provide sophisticated IT systems, industry/operational expertise, standardized operating processes, and international networks, compared to their Chinese counterparts. However, they are facing complicated array of laws and regulations as well as difficulty of finding qualified people to fulfill these needs. There are a number of foreign 3PL providers engaged in China's logistics sector to reap a huge opportunity. Nevertheless, many 3PL foreign providers are still cautious about making large investments. Thus they arelooking for alliances that can provide complementarities instead. Another salient feature of strategy is to take over the transportation assets and warehousing of major Chinese manufacturers and distributors.

• Journal of Industrial Convergence
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• v.1 no.1
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• pp.71-97
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• 2003

In this study, the main goal is conduct an empirical research for MNC's(multinational companies) contingency factors and entry modes. Through examining elements of success and limitations of foreign companies in the domestic market, a resulting purpose can be suggested such as developing attractive foreign investment policy. The results in this study are as below. The results from Logistic Regression Analysis there were indications for preference factors for WOS (Wholly Owned Subsidiary). The factors were 'Strategic Motivation', 'Intelligent Property', and 'Market Latent Purchasing Power'. For JV (Joint Venture) there were preferred factors such as 'Degree of Using Product Factors', 'Differential Products Development Ability', and 'Systematic Incentives'. However, this thesis is limited to identifying clear causal relationship between the 'Performance' of foreign investment enterprise which entered WOS or JV and various factors which were suggested in the contingency factors (independent variables).

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.1
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• pp.639-643
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• 2018

Laws concerning the protection of personal information have been enacted and revised as the legislation on personal information protection on the basis of the Act on the Protection of Personal Information Maintained by Public Institutions. Nevertheless, there have been continuing threats resulting from the fact that restrictions on security subject to laws remain unclear. By proposing protected access utilizing a unique identification key of enterprises, regarding the personal information of various internal and external clients held by international manufacturing companies and attempting to make policy aspect and management access at the same time, there is a change of gradual decline in cloud personnel information management service, which is the domestic ISP service for personnel management as the technology facilitated to reduce the burden on personnel and cost for the protection of personal information and the market is also changing to the direction for companies to directly operate. Therefore, this study intends to examine the convenience of integrated management for ensuring security, while confirming the gap on flexibility and safety on management point regarding the human resources of international manufacturing companies arising from its interactions.

• Proceedings of the Korean Society of Crop Science Conference
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• 1998.10a
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• pp.336-352
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• 1998

The horticultural seed industry has made great progress in the last fifty years of its history after the independence of this country. The industry has accomplished self-sufficiency in major vegetable seeds and has even gained international competitive edge in certain crop seeds, particularly in hybrid cultivar development. However, the industry is facing a crisis at present coming from excessive competition among the domestic seed companies as well as the foreign currency crisis of the country. Several major seed companies have already been acquired by multinational corporations. Many people in the country as well as agriculturists are concerned about this situation. Although it is true that the industry is undergoing hard times, this crisis can be turned into a chance for making new progress depending on the joint efforts of the groups responsible, i.e., private companies, public institutions, and policy makers. Therefore, we have to turn this crisis into an opportunity for self-reform and progress. We should not be discouraged or give up. We Propose some ideas for the Progress of the seed industry. Public institutions and policy makers should do such things in cooperation as 1) training human resources for future breeders, 2) securing a wide range of genetic resources and improvement of the management system, 3) basic science research including biotechnology, 4) releasing breeding stocks from germplasm enhancement through use of exotic accessions, 5) support for breeding region- or use-specific cultivars, and 6) collection of foreign agricultural information for breeding cultivars for overseas markets. Eventually the responsible group for the final development of commercial cultivars, production, sales and management is private companies. Therefore, private companies also should have to do their best to develop competitive cultivars with a missionary spirit and endeavor for both domestic and overseas markets in cooperation with public institutions. Management based on competition, professionalism and rationalism is also urged. We are going to conclude with optimism that we can make a new vault of progress once the private and public sectors closely cooperate for the development of Korean horticultural seed industry by overcoming this crisis.

• International Area Studies Review
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• v.22 no.1
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• pp.101-121
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• 2018

This paper studies the influence of multinational R&D Labs' expansion motives on their business performance and the mediating effect of the level of control on this motive-performance relationship. Through an in-depth study of the relevant literature, the expansion motives can be divided into four general types. The first is called a market factor in the sense that the purpose of their expansion is to secure potential markets and customers in China. The second is called a resource factor; their purpose is to obtain excellent technology and a workforce from the country. The third is called an institution factor. An example is the case of R&D Labs advancing into China to make the best of its institutional advantages such as the government's benefits, related policies, and incentive articles. The last is called a strategic factor and indicates the case where they go into China for the purpose of competing in the market, considering it as a major strategic place. The companies' control level on their R&D Labs was measured for each item. According to the empirical analysis on the relevance of their control level and expansion motives, it turns out that giving a free hand to the Labs which pursue market, institutional, and strategic factors is more desirable than highly controlling them. This is because they should be familiar with the local business environment in consideration of those companies' objectives. In light of the mediating effects of the control level on expansion motives and business performance, the R&D Labs pursuing resource factors seem to need their headquarters' control to make the best use of the high-end technology obtained in the country. The companies pursuing strategic factors seem to hold a dominant position and perform more competitively when their headquarters control the Labs more tightly.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.455-464
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• 2020

As the millennials continue to mature and enter the workforce, it is important that employers understand what this generation expects from all aspects of their employment and leadership preferences in order to prepare them to be the next millennials leaders. The purpose of this research is to determine the generic attributes of the new millennial leaders in Malaysia. The survey is distributed among executives in the selected government-linked, multinational, and public-sector companies in Malaysia, with 237 (72%) of whom being millennials. Partial least square (PLS-SEM) via software SmartPLS 3.0 was applied to evaluate the measurement model and the structural model. Results from this study indicate that the attributes of the millennials leader are innovative (0.213), inspiration (0.128), and visionary (0.122). Thus, organization can focus on those attributes in preparing the millennials for being the next generation of leaders. This study offers important implications to researchers as well as practitioners, and highlights the leadership attributes that could help in enhancing millennials leadership. This study produces a new millennials leadership attributes model for millennials leaders in Malaysian companies; with millennials becoming the fastest-growing age groups in the organizations, this study will promote effective and efficient skills for the millennials.

• Asian Journal of Business Environment
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• v.6 no.4
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• pp.13-17
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• 2016

Purpose - The purpose of this paper is to evaluate two multinational companies that seem to have reconciled the two mandates of CSR and profit maximization while becoming multibillion dollar companies and examine their organizational culture and practices and their management and leadership in order to determine the controlling factors, if any, that have elicited their success while renowned for their CSR policies. Research design, data, and methodology - This is a case study, an analytical approach, which focuses on exploring and analyzing the CSR policies of Starbucks and IKEA. Results - IKEA and Starbucks considered their position in the global business environment and their social responsibilities as crucial and did more than a cursory lip service to the issues. In fact, they both took the more difficult long-term approach and tried to resolve the root causes for the environmental and social issues in their supply chain. Ultimately though, it is the ethical leadership of the top management that sets the tone for the organizational culture and its CSR. Conclusion - IKEA and Starbucks are "living proof" that a company can be successful while treating its employees and the community of suppliers and associates with respect and dignity and while making this world a better place.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.471-478
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• 2021

This study aims to investigate the determinants of turnover intention among company managers in Indonesia. Based on the literature, this research hypothesizes that job satisfaction is a mediator in the relationship between compensation, career and turnover intention of companies in Indonesia. Respondents as research samples are grouped into middle managers from two industries, namely, manufacturing and services. A total of 215 questionnaires were returned from middle managers. Data analysis used Structural Equation Model - Linear Structural Relationship (SEM LISREL). The research results prove that compensation and career have a positive effect on job satisfaction. Compensation, career, and job satisfaction have a negative impact on turnover intention. Compensation is known to be one of the motivating drivers of workers around the world. From this study it can be said that, if middle manager teachers are well compensated, they will be encouraged, persuaded and will have positive feelings toward their work, and this will result in staying put. It works also with career and job satisfaction. If both variables are considered carefully, intention to move tends to be low. These findings provide new insights into the field of international human resources in developing multinational companies and service businesses.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.34 no.1
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• pp.305-316
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• 2014

The current global water market has been reshaped with a few multinational water companies, water-specialized companies, and other non-construction companies such as manufacturing and financial companies. Each has different business objectives along with the value chain of water industry. In this context, a SWOT-ANP model is proposed to prioritize strategic alternatives for a non-construction company in Korea and the result is validated through a comparison with the AHP model and real business strategies of the company examined from the recent news reports. The validation was confirmed that the company's strategies are very much similar to the priority list and the rankings of the strategic alternatives are identical with those from AHP model, while the weights are slightly changed from the weights in AHP result.

• Journal of Distribution Science
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• v.13 no.4
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• pp.35-43
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• 2015

Purpose - This study aims to seek various plans to maintain the advancement of the overseas and domestic employment scenario through a case analysis of the Japanese industry, which maintains domestic employment while promoting the overseas advancement of companies despite having a similar industrial structure as Korea. The study further intends to derive insightful implications for Japanese manufacturing companies and government policies. Research design, data, and methodology - We selected four companies from the Japanese manufacturing industry. Being companies that were successful in increasing the domestic employment scenario while advancing in overseas markets. We utilized several secondary data sources including Japanese newspapers and report literature. Results - Previous studies have shown a negative relationship between Foreign Direct Investment (FDI) or offshoring and domestic employment. However, our results showed this relationship with respect to the Japanese manufacturing industry as follows: 1. FDI for developing overseas markets does not decrease domestic production. If Japanese companies change their strategy from exports to overseas production, there will be a consequent decrease in domestic employment of Multinational Enterprises (MNEs). However, the local production that plans the sales expansion of a foreign market does not substitute domestic production. 2. Several case studies illustrate that, as the production of final goods is expanded in foreign countries, there is a corresponding increase in the export of intermediary goods from Japan. In this case, if the production process of Japanese companies is promoted in foreign markets, the amount of exported material and parts from Japan will consequently increase. 3. It is difficult to consider that the establishment of subsidiary companies in foreign countries by manufacturing companies for wholesale, retail, and services decreases domestic employment. This is because the international development of these industries needs expatriates, expatriate training organizations, and research and development (R&D) activities. 4. When there is overseas demand, the growth of local management activities is expected to increase the work of the overseas business department in the head office in Japan, if competitiveness can be secured for better localization and management speed. 5. The conversion of the domestic manufacturing industry into high value-added production is necessary. The relocation of domestic production to foreign markets decreases domestic employment. To prevent this, the upgradation of domestic production bases, including high value-added production, and R&D capability need to be strengthened. Technology-based companies must develop new technology, patents, processes, and so forth, which require extensive human resources for R&D. Conclusions - Domestic medium-sized companies that are capable of consistently supplying high value-added products should be actively encouraged to deploy into and develop overseas markets. Further, this paper considers the necessity of a guidance policy that provides suggestions for overseas deployment, by the initiation of the government, to companies that cannot do so due to the lack of foreign experience or decisions by the CEO, despite having the relevant capability and technologies to supply high value-added products.