• International Commerce and Information Review
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• v.15 no.4
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• pp.481-508
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• 2013

The purpose of this study is to research the specific ways of successful localization by analyzing the success and failures case for localization through the theoretical background and the strategic models of localization. The strategic models of localization are divided by management aspects such as the localization of production and sourcing, the localization of human resources, the localization of marketing, the localization of R&D, harmonious relationship with the local community and authority transfer between headquarters and local subsidiaries. And the specific measures of the successful localization are proposed within the framework of the strategic models by comparing and analyzing the success and failures case for localization of individual companies operating in Indonesia. The results indicate that there are successful companies which develop a suitable products for the local climate and failed automobile company which is weak for assembly of complete vehicle in terms of localization of production and sourcing. In case of localization of human resources, most companies recognize the importance of this part and endeavor to secure superior human resource through a related education. It is found that most of the companies perform R & D in their native country. In part of a harmonious relationship with the local community, Korean companies should contribute to the community and be friendly with local residents and make a good image of the company focusing on the cultural environment. In aspect of authority transfer between headquarters and local subsidiaries, there is a tendency to be determined by the head office rather than the joint participation. In the future, in order for Korean enterprise to be successful one in Indonesia market, a highly interdependent and complex forms between headquarters and local subsidiaries shall be performed and an active exchange of information and the selection of best talent regardless of nationality shall be promoted.

• Journal of Bio-Environment Control
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• v.21 no.4
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• pp.336-342
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• 2012

Inorganic materials were commonly used as container media in domestic plant factories. Objective of this research was to secure the information in soil physical and chemical properties of inorganic materials such as vermiculites and perlites. To achieve this, 12 gold and silver vermiculites from China, Zimbabwe, and South Africa and 5 perlites from China were collected based on the marketing grades (MG) in particle sizes and analyzed for determination of their characteristics. The percentage of particles larger than $710{\mu}m$, in China perlite MG 3~5 mm, China silver vermiculites MG > 8 mm and MG 3~8 mm were 99.9%, 99.8%, and 99.7%, respectively, which were much higher than 28.4% in China gold vermiculite MG 0.3~1.0 mm, 14.0% in perlite MG < 1.0 mm, and 12.6% of Zimbabwe silver vermiculite MG < 1.0 mm. The container capacities of perlite MG < 1.0 mm and South Africa silver vermiculite MG 0.25~1.0 mm were 72.0% and 71.1%, respectively. The air space in China silver vermiculite MG 3~8 mm was 49.3% which was higher than other materials tested. However, the China gold and silver vermiculites MG 0.3~1 mm had 3.5% and 2.4% in air space indicating that possible problems could occur in soil aeration when they are used for container media. The percentage of easily available and buffering water of China gold vermiculite MG 0.3~1 mm and perlite MG < 1.0 mm were the highest among test materials. The ranges of pH and electrical conductivity were 6.36 to 10.7 and 0.032 to $0.393dS{\cdot}m^{-1}$ in vermiculites and 7.78 to 8.62 and 0.030 to $0.041dS{\cdot}m^{-1}$ in perlite, respectively. The cation exchange capacity of China silver vermiculite MG 0.3~1 mm were $14.7cmol{\cdot}kg^{-1}$ that was 10 times as high as $0.34cmol{\cdot}kg^{-1}$ in perlite MG 1~2.5 mm. The vermiculites had the higher contents of exchangeable cations such as Ca, K, and Na, than those of perlites.

• Journal of Distribution Research
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• v.17 no.4
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• pp.55-80
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• 2012

I. Introduction Developing the relationships between companies is very important issue to ensure a competitive advantage in today's business environment (Bleeke & Ernst 1991; Mohr & Spekman 1994; Powell 1990). Partnerships between companies are based on having same goals, pursuing mutual understanding, and having a professional level of interdependence. By having such a partnerships and cooperative efforts between companies, they will achieve efficiency and effectiveness of their business (Mohr and Spekman, 1994). However, it is difficult to expect these ideal results only in the B2B corporate transaction. According to agency theory which is the well-accepted theory in various fields of business strategy, organization, and marketing, the two independent companies have fundamentally different corporate purposes. Also there is a higher chance of developing opportunism and conflict due to natures of human(organization), such as self-interest, bounded rationality, risk aversion, and environment factor as imbalance of information (Eisenhardt 1989). That is, especially partnerships between principal(or buyer) and agent(or supplier) of companies within supply chain, the business contract itself will not provide competitive advantage. But managing partnership between companies is the key to success. Therefore, managing partnership between manufacturer and supplier, and finding causes of conflict are essential to improve B2B performance. In conclusion, based on prior researches and Agency theory, this study will clarify how business hazards cause conflicts on supply chain and then identify how developed conflicts have been managed by two control mechanisms. II. Research model III. Method In order to validate our research model, this study gathered questionnaires from small and medium sized enterprises(SMEs). In Korea, SMEs mean the firms whose employee is under 300 and capital is under 8 billion won(about 7.2 million dollar). We asked the manufacturer's perception about the relationship with the biggest supplier, and our key informants are denied to a person responsible for buying(ex)CEO, executives, managers of purchasing department, and so on). In detail, we contact by telephone to our initial sample(about 1,200 firms) and introduce our research motivation and send our questionnaires by e-mail, mail, and direct survey. Finally we received 361 data and eliminate 32 inappropriate questionnaires. We use 329 manufactures' data on analysis. The purpose of this study is to identify the anticipant role of business hazard (environmental dynamism, asset specificity) and investigate the moderating effect of control mechanism(formal control, social control) on conflict-performance relationship. To find out moderating effect of control methods, we need to compare the regression weight between low versus. high group(about level of exercised control methods). Therefore we choose the structural equation modeling method that is proper to do multi-group analysis. The data analysis is performed by AMOS 17.0 software, and model fits are good statically (CMIN/DF=1.982, p<.000, CFI=.936, IFI=.937, RMSEA=.056). IV. Result V. Discussion Results show that the higher environmental dynamism and asset specificity(on particular supplier) buyer(manufacturer) has, the more B2B conflict exists. And this conflict affect relationship quality and financial outcomes negatively. In addition, social control and formal control could weaken the negative effect of conflict on relationship quality significantly. However, unlikely to assure conflict resolution effect of control mechanisms on relationship quality, financial outcomes are changed by neither social control nor formal control. We could explain this results with the characteristics of our sample, SMEs(Small and Medium sized Enterprises). Financial outcomes of these SMEs(manufacturer or principal) are affected by their customer(usually major company) more easily than their supplier(or agent). And, in recent few years, most of companies have suffered from financial problems because of global economic recession. It means that it is hard to evaluate the contribution of supplier(agent). Therefore we also support the suggestion of Gladstein(1984), Poppo & Zenger(2002) that relational performance variable can capture the focal outcomes of relationship(exchange) better than financial performance variable. This study has some implications that it tests the sources of conflict and investigates the effect of resolution methods of B2B conflict empirically. And, especially, it finds out the significant moderating effect of formal control which past B2B management studies have ignored in Korea.