日语复合动词「-切る」的用法探讨

日语复合动词意义多样,用法复杂,是日语学习的一个难点。本文主要结合日本《青空文库》及《現代日本語書き言葉均衡コーパス》语料库中含有「-切る」的用例,对日语复合动词「-切る」的用法进行了分析,并将其与「-尽くす」进行简单比较,总结了「-切る」的语义特征。     

日语相对动词使役用法小析

有关日语动词使役态用法的研究汗牛充栋,然而二语学习者却不能很好的掌握这一用法,尤其是涉及相对动词的使役用法时,应该选用自动词还是他动词的使役态呢,一直是学习者头疼的问题。针对这一问题,小论将做简要论证。     

浅谈日语中的"授受关系"

对于初学者来说,搞清楚日语中的"授受动词"以及"授受关系"并能灵活运用是件不容易的事,对于这种授受,日语中一共涉及到三大句型,而汉语中我们只需要用"给"来表达就可以了.日语中的尊卑关系,内外关系也会影响授受动词的使用.本文就日语中的授受关系进行简单的总结和探讨.     

浅谈日语中的“授受关系”

对于初学者来说,搞清楚日语中的“授受动词”以及“授受关系”并能灵活运用是件不容易的事,对于这种授受,日语中一共涉及到三大句型,而汉语中我们只需要用“给”来表达就可以了。日语中的尊卑关系,内外关系也会影响授受动词的使用。本文就日语中的授受关系进行简单的总结和探讨。     

中日语言对比研究中的时间性表现——以动词与形容词为例

本文将以动词和形容词为中心,对汉语和日语进行对照研究,力求更加全面具体,系统化地分析两种语言的时间表现。     

有关汉日语量词的互译

主要从汉日语量词的"省略、严密性、临时量词、虚实意义、独立性"几方面进行了比较及分析,以促进日语研究及应用。     

关于汉语和日语同形异义语的研究

汉字最初以书写佛经的方式,通过朝鲜和佛教思想一起被传入到日本,从东汉光武帝建武中元以后,日本人不断地从汉语中引进汉字,汉字逐渐成为日语的主要表记形式之一,这样一来,大量的"字音语"就进入到了日语当中,之后随着历史的发展,虽然日语中也创造出了很多自己的词语,但是到了现代,在日语中出现了很多与汉语同形异义的词语,本文主要从寒喧语为出发点研究两种语言中同形异义的词语.     

探析商务日语中的商务言语文化的特性

从事中日商务活动的人士一般是根据不同的商务场合,所使用的日语表现也随之发生变化.在商务日语使用上,除了日语语言的"结构规则",即语言、词汇和语法等起作用外,还有一种"使用规则"在起作用,也就是商务日语交际时的得体性.以下分几个方面来探讨商务日语场合中的商务言语文化的特性.     

浅析高职日语教学

在高职日语教学中,学生缺乏日语综合应用能力是由来已久的问题.本论文中具体阐述了在日语教学中解决学生综合应用能力缺乏的教学改革方法.     

基础日语教学探讨

日语成为近年来仅次于英语的第二大外语学习语言。本文根据目前高等院校学生日语学习现状,分析研究面向高等院校学生,日语作为选修课程或者是二外学习的基本教学方法。     

The Future of Japanese Manufacturing in the UK

The expansion of Japanese FDI into the UK manufacturing sector during the 1980s and early 1990s gave rise to the debate on the Japanization of British industry. The paper argues that this debate was constructed from a Western perspective. It did not locate the strategies and structures of Japanese subsidiaries within the broader context of how Japanese multinational corporations were evolving in this period. The necessity to look at these issues from a more global perspective is reinforced by the changes which have occurred since the mid 1990s in the environment for Japanese multinationals. The global economy offers more choices to firms about their location as well as facing them with a more competitive environment. In the Japanese case, this is leading to a growing differentiation between standardized mass production (which can be located in Asia and Eastern Europe) and science–led sectors of industrial production (which necessitate location near to centres of research and development expertise in the USA and Europe). This means that Japanese firms are reconsidering the strategy and structure of their subsidiaries in the UK. Standardized mass production will only survive in the UK as long as costs can be pushed further down and productivity increased, both of which are difficult conditions to meet given possibilities elsewhere in the world for cheap mass production. The growing area of investment will be in science–based manufacturing, though here the UK will be competing against the USA and Germany for Japanese investment. Here, however, the organizational and management characteristics of Japanese subsidiaries will make the necessary connections with local managers and local networks of expertise difficult to achieve. Thus Japanese subsidiaries in the UK are in a period of prolonged uncertainty about their role in the future. These changes open up the necessity for a new agenda of research which goes beyond the Japanization approach and is concerned with the organization and management of Japanese multinationals in an era of global competition.     

日本废弃物管理政策的转型

国内关于日本废物管理政策研究主要侧重于循环型社会的形成、法律体系、技术和模式,有关日本大量废弃型社会的废弃物管理制度的研究极少,由此忽略了前后政策之间的因果关系和转变过程.因此,从废弃物处理责任、处理技术等方面对日本大量废弃型社会的废弃物管理制度进行系统研究,阐明大量废弃型社会废弃物管理制度存在的问题,进而说明日本为何从大量废弃型社会迈向循环型社会的原因及其途径.     

Managing the Managers: Japanese Management Strategies in the USA

One of the greatest difficulties Japanese multinationals have had is managing American managers in their US subsidiaries. The reason for this is fundamental and profound: Americans and Japanese conceive of management very differently and have strikingly different conceptions of themselves as managers and of correct management practice.
We do two things in this paper. First, borrowing from social psychology, we explore the idea of the 'management self'. Second, we report our research on management self-conception and style in Japanese-owned factories or 'transplants' in the USA.
The research reports the results of 34 interviews conducted with 19 US and Japanese managers in three electronics transplants. Each factory had adopted different combinations or 'hybridizations' of the management styles of the two countries. The three factories had very different characters. One was dominated by Japanese management practice, another by American practice, and the third was a hybrid of the two styles. We found four factors critical determinants of management style: the nationality of the general manager, a stated preference (or lack thereof) for bicultural management, control over the budget-setting process, and the strength of the Japanese assignees     

Expatriate learning: exploring how Japanese managers adapt in the United States

We present an exploratory study of how Japanese expatriates adapt to working in the United States over time. We view expatriate adaptation to a host culture through the lens of Experiential Learning Theory and learning style. Results of two studies, using quantitative and qualitative data, conducted in Japanese multinational corporations doing business in the USA reveal how learning style in Japanese expatriates changes over time and how Japanese managers differ from their US counterparts. Results suggested that Japanese managers become more concrete and more active in their learning styles over time spent in the USA. Results also revealed that the learning style of expatriates changes in response to cultural demands and that the patterns of change do not necessarily reflect that of US managers. We suggest that Japanese managers do not directly assimilate into US culture but develop specialized modes of adaptation to their host culture. Results of the study are generalized into eight propositions to guide future research on expatriate adaptation to a host culture.     

Japanese managers and British culture: a comparative case study

This paper examines the applicability of Japanese management practices in Britain within a socio-cultural perspective. Using a case study research in a Japanese multinational subsidiary in Britain, the paper argues that some management practices are incompatible with British societal and business cultural characteristics and are therefore not adopted by the Japanese managers working in this country. There are some practices which can more readily be adapted to local conditions and have successfully been implemented in Britain.     

Japanese management,enterprise unions and company performance

The success of the Japanese company has often been attributed to a range of management practices and enterprise unionism. These claims, however, have been based on research that was conducted during periods of high economic growth where a major objective of the company was increasing market share. This article extends this research by assessing the impact of these factors on the financial performance of Japanese companies over the period 1991–2001, a period of economic decline and change. The findings of the research challenge the conventional view of the value of Japanese management practices and enterprise unions, and illustrate the need to consider these practices within a wider economic context.     

The transfer of Japanese work practices to plants in Thailand

This paper analyses two Japanese transplants that have been manufacturing products in Thailand for a number of years. The research shows that these transplants have not fully adopted three Japanese work practices that are characteristic of workplaces in Japan (the significant troubleshooting skills possessed by production workers, the production support work provided by assistant first-line supervisors and the overlapping roles of manufacturing engineers). The low wages and the subdivided job consciousness of Thai employees, the presence of Japanese expatriates who are not familiar with the workplace practices actually used in Japan and the fact that the transplants have manufactured standardized mature products that do not require high troubleshooting skills, are found to be the main causes for the incomplete transfer of work practices from the mother company.     

日本企业文化导入商务日语教学

中国近些年提高了国外企业到中国投资的门槛,在此背景下,来华投资的日企也提高了对商务日语人才的要求,希望其对日本企业文化有更多了解,以便更快更好地融入日企工作。本文从商务日语教学现状出发,结合日本企业人才需求状况,分析日本企业文化在商务日语教学中的重要性,探讨日本企业文化导入商务日语教学的对策。     

Examining organizational citizenship behavior of Japanese employees: a multidimensional analysis of the relationship to organizational commitment

Although there is now considerable research concerning organizational citizenship behavior (OCB), little is known about the possibility of the transposition of such a research topic to a Japanese context. This study proposes and substantiates a three-dimension model of OCB in the Japanese context, comprising voluntary involvement, generalized compliance, and personal industry. Furthermore, the examination of the relationship between organizational commitment and OCB indicates that affective commitment is positively associated with voluntary involvement and personal industry. Also, continuance commitment is positively related to generalized compliance and, simultaneously, negatively associated with voluntary involvement. Finally, theoretical and practical implications are discussed.     

The Japanese at work: illusions of the ideal

Five aspects of Japanese organisational practice are commonly cited as factors in the Japanese ‘economic miracle’. While these are often used to illustrate the human-centred philosophy of Japanese management, closer scrutiny reveals that these ‘ideal’ working practices are rooted in various culturally-dependent, coercive techniques which may be unsuitable for Britain.