On the basis of the above context, it can be said that the enterprises know considerably well, which type of strategy of internationalisation they should select. However, after they have decided the effective strategy it is be implemented. But it is commonly found that the implementation of the said strategy is not very easy. Further, it is rather difficult to obtain the anticipated results and effects from the said strategy. These are related to the problems regarding method of management and the organisation of multinational companies and is an important topic of discussion for the Japanese enterprises also. Finally, let us try to consider the dilemma which has originated from the exercise of internationalisation. There are basically two dilemmas which originate as a result of internationalisation progress. These are:
1. The dilemma of economic logic and political logic;
2.The dilemma of management of organisation and management strategy.
In the first dilemma, the enterprise gets sandwitched between economic and political logic. This is an absolutely unavoidable phenomenon which occurs in every case of internationalisation. Many enterprises move and cross the national borders with ease, looking for places with low cost. If the cost is low, any country would like to import and anyone would like to place its production facilities in that country. This is the logic of economy.
In contrast, the human beings do not move from one border to another very easily (in combination with the logic of economy). He lays emphasis on the interest of loss or gain, on the basis of nation as a unit. This forms the logic of the politics and also clashes with the logic of the economy. For example, the trade friction in the automobile industry, which is the prime cause behind the present day economic trade friction between America and Japan, besides the problems of import of rice into Japan, is a typical example of this type.
The second dilemma originates between the management strategy with main focus of economy, and the management of internal organisation. For example, it can be said that the internationalisation of the enterprise activity is inevitable. However, as the enterprise activity expands beyond the borders, it interacts with the geographical problems or the problem of difference in culture or language between the constituting members of the organisation. Therefore, there is a very probability of facing difficulties in communication within the organisation to that extent. As a result, the joint working by all the constituting members of the organisation may not yield the necessary and anticipated effect.
The strategy of internationalisation does exist in the present day enterprises, but is not sufficient. Rather, it is more important to bring about a feeling of commonness among the members of the organisation, which supports the activities and provide the necessary infra-structure in the organisation, solving the problem of contradiction which develops as a consequence of internationalisation. The building of a management concept where the local people as well as the Japanese people can participate with a feeling of belongingness, shall form the key for finding solutions to such problems.
1. The dilemma of economic logic and political logic;
2.The dilemma of management of organisation and management strategy.
In the first dilemma, the enterprise gets sandwitched between economic and political logic. This is an absolutely unavoidable phenomenon which occurs in every case of internationalisation. Many enterprises move and cross the national borders with ease, looking for places with low cost. If the cost is low, any country would like to import and anyone would like to place its production facilities in that country. This is the logic of economy.
In contrast, the human beings do not move from one border to another very easily (in combination with the logic of economy). He lays emphasis on the interest of loss or gain, on the basis of nation as a unit. This forms the logic of the politics and also clashes with the logic of the economy. For example, the trade friction in the automobile industry, which is the prime cause behind the present day economic trade friction between America and Japan, besides the problems of import of rice into Japan, is a typical example of this type.
The second dilemma originates between the management strategy with main focus of economy, and the management of internal organisation. For example, it can be said that the internationalisation of the enterprise activity is inevitable. However, as the enterprise activity expands beyond the borders, it interacts with the geographical problems or the problem of difference in culture or language between the constituting members of the organisation. Therefore, there is a very probability of facing difficulties in communication within the organisation to that extent. As a result, the joint working by all the constituting members of the organisation may not yield the necessary and anticipated effect.
The strategy of internationalisation does exist in the present day enterprises, but is not sufficient. Rather, it is more important to bring about a feeling of commonness among the members of the organisation, which supports the activities and provide the necessary infra-structure in the organisation, solving the problem of contradiction which develops as a consequence of internationalisation. The building of a management concept where the local people as well as the Japanese people can participate with a feeling of belongingness, shall form the key for finding solutions to such problems.
