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Outline of HRM Institute for Transnational Management Waseda University 1. Establishment Transnational HRM Institute is a Waseda University project established on October 2008 which aims to research and advice about the Human Resources Management in transnational enterprises. 2. Research outline The development of global business activities of Japanese firms is shifting from the one-sided type of control from the HQ to the network and multi-direction type that aims at the establishment of the competitive advantage of the group as whole. Thus, the creation and joint ownership of various multi-base innovations it has become strategic keyword for the development of overseas operations. Taking this into account, "Transnational Management (TN-M) i " has been seen as the concept which makes the best use of the potential capacity of global enterprise for coordinating efficiently the distribution of the functions and strong points that one location has, all over the world. The slogan “Think globally and act locally” which aims at TN-M, emphasizes the importance of organization structure which can deal with the changes in the business environment on a global scale. In order to show predominance and to strategically coordinate the functions between locations where customs, language, and culture differs, the successful management of “talent” it has to be nothing less than a progressive challenge ii . On the other hand, the concept of HRM is also facing a paradigm change. In recent years:
1. It has become natural to explicitly incorporate the coordination of the management strategy with HRM, and in particular, the HRM strategy is recognized to be the most important challenge for the global management strategy of the MNCs.
Based on the changes in HRM of overseas business activities, our institute wants to research the most effective way of HRM and propose it for public. Furthermore, while conducting theoretical and empirical research, it aims to adopt the transnational type of research, to urge organization progress, and to cultivate talented researchers and business persons who can contribute in a global scale. 2. In the increasing recognition that the “talent” is the most important management resource for overseas operations, the number of companies that attempt not only a financial assessment but also a qualitative improvement of "talent" power is increasing. 3. The topic concerning "talent" is changing significantly as with the aim of management localization the training and promotion of local talent management and the internationalization of overseas work force advances. i "Transnational Management (TN-M) " is used by Bartlett and Ghoshal (1989), Managing across Borders: the Transnational Solution, Boston: Harvard Business School Press. ii In order to emphasize the added value, on purpose for the term “talent”, Japanese character [人財] is used instead of [人材]. |
