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よいかずあみおか
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1 Bartlett & Ghoshal 1998 Managing Across Borders. 2 3 A. D P AVC 3 2AVC

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4 2 2 Bartlett & Ghoshal 1998 Managing Across Borders. Bartlett & Ghoshal Bartlett & Ghoshal 1998 ibid., Bartlett & Ghoshal 1998 Bartlett & Ghoshal 1998 e.g PDCA A. D A. D.

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27 D. Briscoe et al., International Humanre Resource Management : Policies and Practices for Multinationl Enterprises, 3 rd ed., Routledge, C. A. Bartlett & S. Ghoshal, Managing Across Borders : The Transnational Solution, 2 nd ed., Harvard Business School Press, A. D. Chandler, The Visible Hand : The Managerial Revolution in American Business, Belknap Press, AVM/APM GCM GCM 2 AVC AVC AV GM H AVC AVC S H 2 AVC AVC H AVC AVC S H 2 AVC S H BG BU AVC 11 BU 2 4 BG AVC H AVC BU

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29 2 P T 2 P T n.d. n.d. C. A. Bartlett & S. Ghoshal 1998, Managing Across Borders : The Transnational Solution, 2 nd ed., Harvard Business School Press. D. Briscoe et al. 2009, International Humanre Resource Management : Policies and Practices for Multinationl Enterprises, 3 rd ed., Routledge. A. D. Chandler 1977The Visible Hand : The Managerial Revolution in American Business, Belknap Press PHP P P P P P AVC AVC AVC

30 Management Development and Organizational Performance Management : First Findings from the Case Study of the Japanese Multinational Giant Panasonic Corporation Masashi Ueda The purpose of this article is to shed some light on both the dynamics of the organizational performance management process and the formation of management development in Japanese multinational giant Panasonic Corporation. To begin with, l have reviewed briefly the preceding influential studies in a few research fields relevant to the subject of this article in order to elicit the methodological implications. It is the conclusion of this first research report that the Japanese style management of corporate performance is faced with dual difficulties under the construction of global-wide business operations and the pressing need to form the institutions of management development across borders. The one difficulty at the heart of the matter is the lack of those managerial talent in HCNs who can operate well the Japanese way of PDCA cycles in business administration. And the other is that the expatriates from parent companies in Japan have not been highly trained enough to respond quickly to the needs in local markets and to succeed in getting what they want from their men at the local subsidiary companies. Key words : Panasonic, Global human resources management, Organizational performance management, Management development, Cost reduction

IMF World Economic Outlook, April GDP GDP.,,,,,..,.

IMF World Economic Outlook, April GDP GDP.,,,,,..,. The Strategies of Three Japanese Companies in Chinese Market: From the Viewpoint of Dilemma of Emerging Markets Strategy and its Resolution MORI, Masaki Chinese market is now a growing and attractive market