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Japanese suppliers system and the foreign direct investment by small and medium size enterprises : the case of automobile parts suppliers
http://hdl.handle.net/10252/4648
http://hdl.handle.net/10252/4648b2934e99-8b34-47c2-ab98-f3895c3050b8
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
H2103_Ngido.pdf (705.4 kB)
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| Item type | 学位論文 / Thesis or Dissertation(1) | |||||
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| 公開日 | 2011-10-05 | |||||
| タイトル | ||||||
| タイトル | Japanese suppliers system and the foreign direct investment by small and medium size enterprises : the case of automobile parts suppliers | |||||
| 言語 | ||||||
| 言語 | eng | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | Foreign direct investment | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | Industrial system networks | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | Japanese suppliers system | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_46ec | |||||
| 資源タイプ | thesis | |||||
| 著者 |
Ngido, Melkiory Philemon
× Ngido, Melkiory Philemon |
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| 学位授与機関 | ||||||
| 学位授与機関名 | Otaru University of Commerce (小樽商科大学) | |||||
| 学位名 | ||||||
| 学位名 | 商学 | |||||
| 学位種類 | ||||||
| 内容記述タイプ | Other | |||||
| 内容記述 | master | |||||
| 学位種別 | ||||||
| 内容記述タイプ | Other | |||||
| 内容記述 | course | |||||
| 学位授与年月日 | ||||||
| 学位授与年月日 | 2009-03-19 | |||||
| テキストバージョン | ||||||
| 出版タイプ | AM | |||||
| 出版タイプResource | http://purl.org/coar/version/c_ab4af688f83e57aa | |||||
| 日本十進分類法 | ||||||
| 主題Scheme | NDC | |||||
| 主題 | 336 | |||||
| NIIサブジェクト | ||||||
| 主題Scheme | Other | |||||
| 主題 | ビジネス・経営・産業 | |||||
| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | It is noted that inquiry on importance of specific advantages in determining not only how MNEs engage in FDI, but also in explaining why MNEs establish production in specific locations have been studied extensively. However, inquiry into what determines the FDI by SMEs, which face shortage in the management and financial resources, has not received much attention despite the increasing overseas production operations by SMEs. Therefore, this study attempts to explore the Japanese auto industry suppliers system in order to dentify the reason for SMEs to engage in overseas production operation. On the surface, the activities of SMEs and those of MNEs seem highly divergent. Until recently, they have operated in largely separate realms, each in its own competitive space with markedly different characteristics; SMEs largely considered to be operating on the domestic market place. However, globalization has dismantled the barriers that traditionally segmented local business opportunities and firms from international counterparts. Evidence indicate that SMEs which were considered passive victim of globalization, in the last few decades have become active players by setting up activities beyond their home market and their role is increasingly crucial in contributing to the growth of the industry. This is particularly observed in the Japanese automobile industry, where a large share of SMEs parent companies have their subsidiaries involved in the value chain of overseas subsidiaries of major Japanese automobile manufacturers. Although it is well known that the fundamental objective of firms is growth and development, the fact that SMEs increasingly engage in FDI brings crucial questions. The questions come because it has been studied that, as firms internationalize their operations they face a number of challenges such as liability of foreignness or disadvantages faced by firms to compete with local firms in their markets (Hymer, 1976). Other problems faced by firms when investing outside home country include geographical distance, which increases both the costs of communication and travel and the complexities of managing geographically dispersed assets. In addition, firms face the problem of psychic distance, because they must compete with local firms that have greater knowledge of the local culture and language, as well as of local legal, regulatory and marketing practices. These challenges bring up the concern about what offer SMEs the prospects to compete on a par with other global manufacturers. Considering that SMEs face the shortage of both management and financial resources to run overseas subsidiaries as compared to large-scale MNEs, this argument implies that, firm-specific advantages alone are much less in explaining the FDI by SMEs but need to consider the environments surrounding business relations among firms. To examine the FDI behavior by SMEs this paper develops an approach to explain the FDI by SMEs with the aid of the investment in the inter-firms relations. The model of this paper builds its logic upon the basic insights developed in network approach to industrial system and firm’s internationalization (Johanson and Mattsson, 1987, 1988) to identify the determinants for SMEs to engage in FDI. And in contrast to the most existing frameworks on FDI, the benchmark of this study is based on the assumption that there exists a coordination of activities between firms that can not achieved through a central plan or on organizational hierarchy, nor does it take place through the traditional market model (price mechanism). This coordination is achieved through continuous cooperative transactions and mutual orientation to each other (Richardson G., 1972; Asanuma B., 1987; and Itoh, M. et al.,1993). In this light, firms in the industrial systems are considered as embedded actors in the business relationships. By examining the distinctive features of the Japanese suppliers system(customer-supplier relationship) in automobile industry, it is evident there is a symbiotic relationship between major automobile manufacturers and suppliers of auto parts (about 96% of which are SMEs) that explains the determinants of FDI by SMEs suppliers. The symbiotic relationship between firms makes it difficult to change the existing relation specific investment to orient to another customer. This can be described as due to the switching, monitoring and competitive cost as result of cumulative nature of activities to develop the relationship. And because the symbiotic relationships involve adaptations in a number of dimensions such as technically, logistically, administratively, knowledge development or specific capital investment there are costs involved in shifting the production lines to fit a new customer (SMEs lack enough resources for this transition). In light of the interpretation of the engagement of Japanese SMEs in the FDI it is indicated that since Japanese companies are mutually related to each other through keiretsu or subcontracting system, SMEs are feeling pressure to implement overseas production to meet the requirements of principal customers in order to ensure the continuation of their relationship with major customer, while looking for possibilities to diversify customers in the host country to become independent. This argument shows that since SMEs in auto parts industry depend more on the relationship with principal customers, any adjustment in the industrial or network landscape such as major customer’s increasing overseas production or increasing competition due to global procurement of cheap products by major supplier will force SME suppliers to implement overseas production operations. This means, as long as FDI can assure the continuation of business relationship with their major customer especially in Japan SMEs will be ready to engage in overseas production. This shows that the decision to invest abroad by SMEs is not necessarily the result of short-term economic profitability, but rather the reaction to other factors such as fear to lose major customer and maintaining the long time firm’s network relationship. | |||||
