Since the South Korean market is only about one-fifth of the Japanese market, they have achieved their extensive business growth in the course of globalization. There is also no significant change in the relationship between Japan and South Korea in Figure 2.
Rapid progress in China's scientific and technological capabilities
Japan, on the other hand, saw a decline not only in the actual number but also in the adjusted number of research papers, with the drop in ranking being greater for the latter. Japan has always been the only major developed country whose share of the adjusted number of research papers was lower than the actual number at baseline, and the same configuration applies to both China and South Korea. However, compared to Germany, which had a similar trend in the past but successfully reversed the relationship between the two stocks, and the United Kingdom, which is further increasing the quality of its papers, Japan's improvement is the most minimum.
It can be said that China's loss in quantity and delay in improving quality is accelerating the decline of Japan's presence. Although internationally co-authored articles represent only about 20.7% of the global total even in the period from 2008 to 2010, it is on an upward trend, as there is a relatively strong positive correlation between international co-authorship and citation frequency. . Although it goes without saying that the United States and the United Kingdom lead in this area, given that the globalization of universities in both countries started early due to the language advantage, the percentage is also high for France and Germany. at more or less 50%.
This is an indication that the issue involves not only research and development activities per se, but also the globalization of activities and the ability to disseminate information about them.
Competitive relationships and human resource problems among Japanese, Chinese and South Korean companies
Renovation of business management by South Korean companies and measures implemented by Japanese companies
On the other hand, the machine industry specializes in the manufacture of hardware and is not yet able to obtain sufficient advantages in terms of "package-type" products that include software or a system. Looking at it from another perspective, it probably means that the competitiveness of South Korean companies is due to them avoiding risks as much as possible in research and development of original products and in the case of semiconductors, liquid crystal panels or the like. , which largely focuses on research and development investments related to linear improvement of next-generation features and specifications, as well as on large-scale production, thereby increasing their global share, reducing their competitors and securing huge profits. In a sense, this method is a secondary strategy based on the assumption that Japanese companies, which are their competitors, will continue to take research and development risks to produce original products while wearing out, and the extent of involvement of South Korean companies are willing. to make is still unclear in terms of basic development in areas where they are at the forefront.
South Korean companies began to place the highest priority on earnings due to a major change in business management methods after the currency crisis. Structural reforms after the currency crisis had a major impact, including changes in the supply of funds by banks to the capital market, additional flexibility of the labor market due in part to the implementation of the system of dismissal for reorganization purposes, and strengthening of shareholder rights. In addition, the first establishment of the merit-based system led to the provision of sufficient annual salaries to competent expert managers to enable them to align their positions in making a decision; therefore,.
South Korean companies began to use their earnings to acquire human resources from top-ranked universities worldwide7 and the United States.
Chinese companies and Japanese companies aiming for U.S.-type business management Meanwhile, competition with regional Chinese companies does not appear to have reached the level
Due to the economic crisis in Europe and the United States, this trend is becoming even more prominent due to the intensification of competition for employment as large South Korean companies once again become the only potential employers of the numerous South Korean students living in studied abroad. Japanese companies are likely to take first place in the Chinese market, which is the largest in the world, and competition on a global scale, as with South Korean companies, is unlikely to last much longer. Although there is apparently less direct competition with Chinese companies compared to South Korean companies, China appears to be moving toward an American-style industrial society as it steadily promotes the development of basic technologies in the domestic market through means involving non-civilian sectors are. , such as the industry-government-academia collaboration in Zhong Guan Cun, and encourages start-up businesses.
If the strength of South Korean companies lies in the balance between its technical capabilities and global business management skills, then the competition against Chinese companies will differ in a number of ways from the competition against the South Koreans. One is that China, like the United States. States, have a much stronger orientation toward basic research because of an enormous national defense department. According to an announcement from the Ministry of Commerce of the People's Republic of China, China's direct external investment (real) increased by 21.7% from the previous year to $68.81 billion in 2010, surpassing Japan and the United Kingdom pushed to make it the fifth largest investor in the world. However, there is no doubt that the competitive conditions of Chinese companies are different from those of South Korean companies which, like Japanese companies, are not as aggressive or enthusiastic regarding M&As due to the still poor winning, although they may consider greenfield. investment in themselves.
As described above, the main problem in the competition between South Korean and Japanese companies is Japan's delay in reforming its business management rather than technical strength itself.
Global human resources strategy of Japanese companies for countering South Korean and Chinese companies
- Global competition with South Korean companies and relevant global human resources Though there are differences in competitive conditions, what do Japanese Companies need in order
- The rise of Chinese companies and measures implemented by Japanese companies
The nationalities of human resources working in the research and development departments of Samsung Electronics are more than forty. However, because Japanese companies have a much longer history of global business management than South Korea and have also been actively engaged in M&A, they have a reasonable stock of non-Japanese human resources and networks. This facilitates visioning of the future also from the side of external human resources employed.
34;Combination type" business management involving the intake of external human resources is inevitable for South Korea, which has a limitation in human resources with a natural science or engineering background. China's strength lies in its ability to provide an overwhelmingly large supply to ensure, compared to Japan and South Korea, human resources with a natural science or engineering The strategy of taking in foreign companies along with their human resources through M&As, along with the Chinese human resources returning after being in studied abroad, the United States and other countries, has not been observed much in South Korean companies and can be said to be a more open Chinese-style "combination-type" strategy.
Competing against Chinese companies with an overwhelming ability to supply human resources and financing is, for Japanese companies, a competition of technical skills, unlike competing against South Korean companies of business management skills.
Rebuilding Japan's international competitiveness and acquiring global human resources
- Re-examination of the industry-government-academia framework and comprehensive reduction of the gap
- Challenges for the business community
- Challenges for the academic community
- Policy Recommendations
Comprehensively bridging the gap, with the business community and academia working together on relevant reforms, is essential to restoring international competitiveness by first reaching consensus on the general framework of industry, government and academia, in particular, the extent of its openness. In fact, there has been an almost excessive number of policy recommendations on the industry-government-academia framework and global human resource acquisition, such as those of the Cabinet (2011), Ministry of Economy, Trade and Industry and Ministry of Education, Culture, Sports, Science and Technology ( 2010), Ministry of Education, Culture, Sports, Science and Technology (2011), Keidanren (2011), Competitiveness Council - Nippon (2011(a)) (2011) (b)) and Higuchi and Ministry of Finance (2012) . The number of courses offered in English increased with the implementation of the Global COE program (FY 2007 to FY 2013) aimed at improving educational functions, followed by the Project to establish a university network for internationalization (Global 30: FY 2009 to FY 2013), focused on the development of global human resources, the countries of origin of students have also rapidly expanded from the traditional China, South Korea and Taiwan to include others.
In addition, business seeks emphasis on liberal arts and practical education, both of which lead to the development of global human resources. Given that Japan is about the only Asian country where a master's degree is not awarded a premium by business, and that students elsewhere are therefore highly motivated to study abroad, there has been an increase in the number of Ph.D.- schools where a majority of students are from abroad. It may not be possible to secure global human resources at the pace the Japanese market hopes without an effort that will at least involve the development of a roadmap from business and academia, and a process involving government, business and the academic world through which the progress and coherence of the reform is checked every year.
Opportunities for diverse experiences appropriate to the relevant area of specialization in a career path are important and increasing the mobility of human resources between the business community, government and academia will be very important in this regard. In the transition to diversity management, it is imperative for the business community to ensure that global human resources are properly addressed and developed together with academia. Council on Competitiveness - Nippon (COCN) (2011), “Interim Report of the Research Group on Development and Use of Global Leader Resources”. 2010) Research Group on Developing Human Resources to Support Growth [Measures and Recommendations to Prevent Children's Alienation from Science].
