{"created":"2023-06-23T12:12:22.305751+00:00","id":371,"links":{},"metadata":{"_buckets":{"deposit":"d6c288d4-9ea1-4675-bd0d-a21c9b58b081"},"_deposit":{"created_by":14,"id":"371","owners":[14],"pid":{"revision_id":0,"type":"depid","value":"371"},"status":"published"},"_oai":{"id":"oai:iuj.repo.nii.ac.jp:00000371","sets":["1"]},"author_link":["180","570"],"item_10002_biblio_info_7":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2005-04-01","bibliographicIssueDateType":"Issued"},"bibliographic_titles":[{},{"bibliographic_title":"Economics & Management Series","bibliographic_titleLang":"en"}]}]},"item_10002_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"The purpose of this paper is to understand how Japanese Multinational Corporations (MNCs) make organizational decisions in the United States (US). For this purpose, a grounded theory approach conceptualized by Strauss and Corbin (1990) was employed using a sample of 8 Japanese MNCs operating in the US. Semi-structural interviews with a total of 20 managers, 10 Americans and 10 Japanese, were conducted for data collection. Two decision-making tactics emerged from the analysis of interviews through the grounded theoretical model. Five propositions were generated, illustrating the characteristics of decision-making processes of Japanese MNCs in the US. Implications for future studies will be addressed.","subitem_description_type":"Abstract"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"山崎, 佳孝"}],"nameIdentifiers":[{"nameIdentifier":"570","nameIdentifierScheme":"WEKO"}]},{"creatorNames":[{"creatorName":"Yamazaki, Yoshitaka","creatorNameLang":"en"}],"nameIdentifiers":[{"nameIdentifier":"180","nameIdentifierScheme":"WEKO"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_date","date":[{"dateType":"Available","dateValue":"2017-02-15"}],"displaytype":"detail","filename":"EMS_2005_01.pdf","filesize":[{"value":"146.3 kB"}],"format":"application/pdf","licensetype":"license_note","mimetype":"application/pdf","url":{"label":"EMS_2005_01","url":"https://iuj.repo.nii.ac.jp/record/371/files/EMS_2005_01.pdf"},"version_id":"5c66cfd4-4416-4596-b0f1-37d70588d1f5"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"eng"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_title":"A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US"},{"subitem_title":"A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US","subitem_title_language":"en"}]},"item_type_id":"10002","owner":"14","path":["1"],"pubdate":{"attribute_name":"公開日","attribute_value":"2005-04-01"},"publish_date":"2005-04-01","publish_status":"0","recid":"371","relation_version_is_last":true,"title":["A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US"],"weko_creator_id":"14","weko_shared_id":-1},"updated":"2023-06-23T12:32:34.456360+00:00"}