Power transition theory explains and predicts major power conflict in the international system. Having slightly revised the power transition theory by adding the structural dummy variable in the theoretical framework, the author applies the revised theory to the Northeast Asian regional system. He suggests that power transition between Japan and China during the Cold War period did not accompany war between them because the rigid bipolar Cold War structure suppressed the risk of conflict between them. (DÜI-Sen)
THE AUTHORS PRESENT AND TEST A CHOICE-THEORETIC MODEL OF WAR DECISIONS DURING SHIFTS IN POWER. THE MODEL ASSUMES A RISING STATE THAT OVERTAKES A DECLINING STATE IN CAPABILITIES. POWER SHIFTS ARE MORE LIKELY TO LEAD TO WAR AS THE CHALLENGER BECOMES MORE RISK-ACCEPTANT, THE DECLINING STATE MORE RISK-AVERSE, THE EXPECTED COSTS OF WAR DECREASE, THE RISING STATE'S DISSATISFACTION WITH THE STATUS QUO INCREASES, AND DURING PERIODS OF EQUALITY BETWEEN THE TWO SIDES. THE AUTHORS FIND THAT EXPECTD SUPPORT FROM ALLIES MUST BE INCLUDED IN THE CALCULATION OF A NATION'S CAPABILITIES. THE IMPLICATIONS OF THE MODEL FOR THEORIES OF HEGEMONIC DECLINE AND WAR ARE DISCUSSED.
The Asian newly industrializing economies (NIEs) are currently experiencing a shortage of unskilled labor, which makes it difficult for them to remain competitive in low-technology, labor-intensive industries. They are also under pressure from the industrialized economies to open up domestic markets and to readjust the value of their currencies. The lower cost economies of Southeast Asia and China are rapidly catching up with these NIEs in manufactured products, posing challenges for the NIEs to readjust their export strategy. Because of their heavy reliance on exports, the NIEs are vulnerable to exogenous shocks such as price and exchange-rate fluctuations. All these pressures require difficult structural adjustment of industries in the NIEs. Against this backdrop, this author surveys the process of industrial restructuring and its aggregate consequences in the NIEs. Also discussed are macro-level adjustment strategies including offshore investment, upgrading the technological level of industries, expanding the hinterland, and labor importation. More specific questions concerned with labor market and employment are addressed, given the trend of enterprises' adopting a more flexible labor strategy. Finally, the need to look into local variations in enterprise adjustment strategy is discussed, in particular, with a focus on the local context.
The seminal book "Blue Ocean Strategy" has sold over 3.5 million copies globally and is in print in forty-three different languages. But much of W. Chan Kim and Renée Mauborgne's work on creating new market spaces was originally published in the pages of Harvard Business Review. This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of focusing on noncustomers and creating "blue oceans": uncontested market spaces, untainted by competition. They also introduce tools for exploring and exploiting these markets, such as the Strategy Canvas, the Six Paths Framework, the Four Actions Framework, the Pioneer-Migrator-Settler Map, the Buyer Utility Map, the Price Corridor of the Mass, and the Business Model Guide--the tools that have come to make up the Blue Ocean Strategy framework. This collection also features Kim and Mauborgne's latest Harvard Business Review article, "Red Ocean Traps." Whether or not you're familiar with Blue Ocean Strategy, this book will give you another perspective onto this widely accepted framework--and help you implement it in your organization.--
Following up on 2015's Blue Ocean Strategy, Drs. W. Chan Kim and Renée Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth. They guide you step-by-step through taking your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools, Kim and Mauborgne deliver a guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disruption in seizing new growth. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process
How can a multinational formulate an effective global strategy? This paper attempts to address this question by assessing the effect of a procedural justice model of strategic decision making (Kim and Mauborgne [Kim, W. C., R. A. Mauborgne. 1991. Implementing global strategies: The role of procedural justice. Strategic Management J. 12125–143.], [Kim, W. C., R. A. Mauborgne. 1993a. Procedural justice theory and the multinational corporation. S. Ghoshal, D. E. Westney, eds. Organization Theory and the Multinational Corporation. Macmillan, London, UK.]) on the multinational's ability to formulate effective global strategies. There are five designing principles that define a procedural justice model of strategic decision making. These are: bilateral communication between the head office and subsidiary units; the subsidiary units' ability to challenge and refute the strategic views of the head office; head office familiarity with the local situation of subsidiary units; a full account for the head office's final strategic decisions; and application of consistent decision making procedures across subsidiary units. To examine the above effect, here we introduce information processing as an intervening concept to assess the match between the information processing requirements of multinationals' global strategic objectives and the information processing capabilities provided by the proposed procedural justice model of strategic decision making. Here multinationals' global strategic objectives are defined as global learning, the balancing of global efficiency and local responsiveness, global strategic renewal, and rapid global strategic decision making. The underlying assumption in this analysis is that if the dimensions of procedural justice facilitate the kinds of strategic information necessary to achieve the multinational's global strategic objectives, the exercise of procedural justice can be judged to have a salutary effect on the content of global strategies. The results of this study, which are based on the experiences of 63 global strategic decision units, provide support for the effectiveness of this model of strategic decision making.
Abstract. Rapid and accurate assessment of the state of buildings in the aftermath of a disaster event is critical for an effective and timely response. For rapid damage assessment of buildings, the utility of remote sensing (RS) technology has been widely researched, with focus on a range of platforms and sensors. However, RS-based approaches still have limitations to assess structural integrity and the specific damage status of individual buildings. Structural integrity refers to the ability of a building to hold the entire structure. Consequently, ground-based assessment conducted by structural engineers and first responders is still required. This paper demonstrates the concept of mobile augmented reality (mAR) to improve performance of building damage and safety assessment in situ. Mobile AR provides a means to superimpose various types of reference or pre-disaster information (virtual data) on actual post-disaster building data (real buildings). To adopt mobile AR, this study defines a conceptual framework based on the level of complexity (LOC). The framework consists of four LOCs, and for each of these, the data types, required processing steps, AR implementation and use for damage assessment are described. Based on this conceptualization we demonstrate prototypes of mAR for both indoor and outdoor purposes. Finally, we conduct a user evaluation of the prototypes to validate the mAR approach for building damage and safety assessment.
