This research examines the changing fortunes of the Japanese sake industry and breweries’ strategic efforts in the face of declining domestic demand and small sake breweries going out of business. With both competition from foreign wine and spirits, and changing tastes of consumers to prefer domestic beverages like shochu, sake breweries have employed a variety of strategies. We focus on breweries who can be roughly categorized as traditional or “mavericks,” such as reaching out to concepts from wine like the terroir of the local rice, while recognizing the innovation possible in efforts showing an adaptation of historical production techniques. Through efforts to strategically construct the meaning of the sake category, we see divergent patterns of seeking to become more recognizable in the context of the expectations of wine drinkers or contrasting with wine and spirits as a unique category. We discuss how these efforts work with plans to increase sales either domestically or abroad.

“Cultural Aspects of Innovation in Korean Companies: Cases of Samsung Heavy Industries and LG Electronics” “Multicultural Study of Collective Intelligence (Open Collaboration): Analysis of Editing Behavior of Wikipedia among China, Korea, Japan (CKJ) and U.S.”
Professor Park was the former dean and Vice President of KAIST and served as the founding President of AAPBS. He also served as a memberof board of AACSB. His major is Information Systems.

Implications for International Business and Strategy Research
The Offshoring Research Network is an international research project located at the Center for International Business Education and Research (CIBER) at Duke University.

The ORN project was initiated in 2004. At its core are two multi-year surveys. The corporate survey tracks buy side companies’ adoption of offshoring over time. The data is collected at the level of each project that is being outsourced offshore. Each discrete event is tracked by launch year, performance outcome, risks, strategic drivers, offshore location, governance structure, as well as whether company has adopted offshoring strategies, at corporate, business unit and function level.
The ORN data base includes 1,445 companies that do, do not, or are considering offshoring. It covers all industries (e.g. financial services) all functions, (e.g. IT) all locations (e.g. Latin America), and all delivery models (e.g. captive, third party providers and hybrid). It consists of over 5000 discrete offshoring/outsourcing implementations. The data consists of over 5,000 discrete offshoring events. The ORN project does not track outsourcing of manufacturing.
The second annual survey covers the service providers. The provider data base includes over 600 providers worldwide. By tracking the evolution of the global provider industry it is intended to model the extent to which supply of business services around the world and competition between providers drives demand for such services. The seminar describes the causes and drivers of business services offshoring by companies in the US, Europe and Australia with an emphasis on the globalization of innovation and on implications for IB and Strategy research.

Retailing in Europe has become large-scale, concentrated, centralized and highly sophisticated. Furthermore, retailing has become an industry of global and ever fiercer competition. In addition, the Internet based solutions and business concepts are becoming as a standard part of global shopping experience. All these trends have produced major challenges for the local retailing organizations in Europe. In order to improve their competitiveness, the retailing organizations have to redesign their business strategies and management systems entirely and throughout the whole retail value chain.

The objective of the presentation is to give a brief overview of some major elements and trends within the retailing environment in Europe and discuss the key challenges of retail and channel management in the near future.
Professor Arto Lindblom works as a retailing professor in the Aalto School of Economics in Finland. 　Lindblom’s field of know-how is related to competitive strategies of the retailing organizations, and retail chain management. Lindblom has especially focused on the concept management and chain operations within the retailing organizations. Lindblom has also researched supplier-retailer relationships, retail entrepreneurial activity, and marketing capabilities of the retail entrepreneurs.

The current worldwide managerial context raises and confronts unpredicted problems at every level : sustainability, ethics, uncertainty, climate issue, geopolitical changes, etc. On the other hand, the main philosophical 20th century issue has been a political one, partially depending on the notion of control : how can humanity achieve the right conditions for a possible definitely worldwide extended existence and activity ？

Most of the current and dominant managerial issues can fruitfully be interpreted from this perspective as well as philosophy benefits from managerial lessons about globalization issues. In other words, philosophy and management are relevant to each other at various levels. This will be examined in some details on the basis of the diversity issue.