• Journal of Distribution Research
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• v.15 no.5
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• pp.195-215
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• 2010

Large-scale discount stores, that were in charge of leading role up to recently, reach the limit of growth because of increasing competition, saturation of domestic market, and shortened product life-cycle. As per the limit of domestic market, large-scale discount stores are trying to various global market entry strategy and global marketing strategy like new store entry, takeover of foreign distribution chain, and global sourcing strategy. In the past, global companies of advanced country have been entering to Asian market with leading position. But, as per the rapid growth of Asian economy in the late 1980's, East Asian distribution companies like Japanese company were trying to enter the Asian market. In Asian market, starting with China, that was relatively not advanced in comparison with economic development, not only western advanced countries but also East Asian countries like Japan and Korea are entering actively for overcome their limitations of domestic market. Many of distribution companies experienced success and failure for various reason already. Korean large-scale discount stores are relatively late starters in Asian market. So, this paper purposed to review global market entry strategy of Japanese large-scale discount stores, and find out strategic implications for successful global market entry strategy of Korean large-scale discount stores.

• Korean Journal of Labor Studies
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• v.24 no.1
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• pp.65-105
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• 2018

This study examines the employment relations of TNC subsidiaries in Central and Eastern Europe(CEE). Specifically, this study analyzes the employment relations of Volkswagen subsidiaries, which has led the restructuring the CEE's automobile industry since the collapse of socialist regimes, and Hyundai subsidiaries, which has sought to cast employment relations through Greenfield Investment as a latecomer. After the collapse of socialism, with the massive inflow of foreign direct investment and the social legacy of weak labor unions, CEE has been included in the global production network as low-wage production base. Both VW and Hyundai have entered the CEE with their own characteristics and global strategies that have been developed in their home countries and have developed the local production. In the process, both have formed local employment relations, combining low-wage, unstable employment, and weak labor unions of CEE under their own strategy. In recent years, however, it has been doubtful of the sustainability of employment relations based on the advantages of low-wage production bases, as the pools of low-wage workforce decline and new union movements occur in CEE. These changes in CEE are an indication of the inherent contradiction of low-wage production base strategies.