西方主要国家的汽车标准概览(续)

日本汽车标准日本的汽车标准化工作分为两个层次,即日本工业标准(JIS标准)和日本汽车行业标准(JASO标准)。其中JIS标准由日本工业标准调查会(JISC)组织制定和审议,JASO标准由日本汽车标准化组织制订。承担及参与日本汽车行业的JIS标准起草任务的有日本电动车辆     

日本的质量管理与政府的推进作用（下）——依法而行 社团担纲

2．有据可查——制定“日本工业标准”和“日本农林标准”。（1）日本工业标准。日本工业标准（简称JiS）是日本国家级标准中最重要、最权威的标准，依据日本（（工业标准化法》的相关规定制定并实施。日本的《工业标准化法））于1949年颁布实施，后经多次修改，     

日本标准化管理体系研究

１标准化机构及职能１．１日本工业标准调查会日本于１９２１年成立工业品规格统一调查会（JESC），开始制订日本工业标准。１９４９年颁布《日本工业标准化法》，根据标准化法的规定，成立了日本工业标准调查会（JISC）。JISC的任务是负责组织制订和审议日本工业标准（JIS），     

日本着手研究食品纸制包装安全标准

日本将出台食品纸制包装安全标准，由于有关纸制包装容器中检测出双酚A（简称BPA）和来自油墨的米氏酮（简称MK）等化学有害物质不时见诸报端，日本造纸行业以保证食品纸制包装安全为目的，日前已经开始研究食品纸制包装的安全标准。据有关人士介绍，纸制包装的安全标准作为一个食品安全问题正日益受到关注，但长期以来，日本的《食品安全法》未对食品包装纸制品标准进行规定，而只是沿用一般标准中的染色材料相关标准。日本厚生劳动省虽然以通知的形式规定纸和布中不能使用荧光染料，     

从武士道精神看日本企业的价值观

日本的企业价值观决定了员工的行为规范和评价标准。这些价值观、行为规范、评价标准形成了日本独有的企业文化。而武士道精神是日本企业价值观形成的重要原因，至今对日本企业文化有着极为深刻的影响，了解武士道精神是了解日本企业文化不可或缺的一课。本文从武士道精神分析日本企业的价值观，有助于提高日语学习者的跨文化交际能力。     

比较与借鉴：对2008版JIS C 0950和J—Moss标志制度——日本RoHS的认识

本文比较详细介绍了日本2008版JIS C 0950标准的内容，对新旧版标准进行了比较。对于日本电气电子设备中特定化学物质的规管制度（又称J—Moss或日本RoHS），从其法律框架和实施措施两个方面进行了分析，进而对其理念和方法论进行了初步概括总结。     

日本的质量管理与政府的推进作用（上）——依法而行 社团担纲

著名质量管理专家朱兰对日本经济奇迹的评价是：“日本的经济振兴是一次成功的质量革命。”日本的质量管理创造了举世公认的业绩,虽然日本的质量管理最初是丰田、松下、东芝等企业出于生存的需要自发引进而得以实践发展的,但是,不可否认的是,日本政府通过颁布和施行《日本产品责任法》以及制定“日本工业标准”和“日本农林标准”,使得日本的质量管理有法可依、有据可查,为日本质量振兴和经济发展起到了不可估量的作用。     

日本的标准化发展战略

2001年1月按照日本中央省厅机构改革调整,日本工业标准调查会设立了“标准部”,该部的主要任务是制定国内和国际标准化的基本方针和规划。2001年8月日本工业标准调查会标准部提出了“日本标准化战略”,该发展战略由总论和27个领域的标准化战略两部分构成,其中,27个领域的标准化战略在欧美各国也未     

洗衣粉采用日本标准的探讨

一、前言 洗衣粉产品没有国际标准,在工业先进国家中也仅有美国联邦标准和日本工业标准。我国于1991年制定了国家标准GB13171—91《洗衣粉》,该标准非等效采用了日本工业标准JISK3371—76(85)《衣料用合成洗涤剂》(下简称日本标准)。日本标准制定于1976年,1985年进行复审确认,1994年重新进行修订,     

日本标准化战略(上)

日本标准体系与多数国家一致，以集权为主，但注意吸收美国元素，强调发挥民间力量。日本工业标准调查会（JISC）是日本的国家标准化机构，负责日本工业标准JIS标准的批准、发布。     

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。     

Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States

This study examines expatriate staffing in foreign wholly-owned subsidiaries and joint ventures of Japanese firms located in the People's Republic of China and the United States. Expatriates are conceptualized as performing two primary functions. The first is a control function in which the expatriate works to align the operations of the subsidiary with that of the Japanese parent. The second function is a knowledge role. In this role, either the expatriate acts to transfer the Japanese parent's knowledge to the subsidiary or the expatriate is an agent for the acquisition of host-country knowledge. We tested for these two functions using subsidiary-level data on Japanese firms' operations in China and the US. Our results indicate that the control function was more prominent in joint ventures in China than in the US. The results also indicate that expatriates played a more significant knowledge-transfer function role in technology and marketing-intensive industries in China than in the US. A lack of MNC experience in China was found to be associated with limited use of expatriates. Finally, expatriate employment was negatively related to the number of subsidiaries of the parent company worldwide.     

Managing Consultants in a Small Firm: A Case Study

There remains a paucity of research on Japanese investment in Asia, especially on Japanese management practices in China. The paper draws predominantly on interviews with Chinese managers in 31 Japanese wholly owned and joint-venture manufacturing plants. In order to account for any differences in the perception of operations between Japanese and Chinese managers, interviews were conducted with Japanese managers in three case-study plants. The purpose was to examine the structure and pattern of managerial control in different locations and industries, and with different patterns of share ownership, size and age of investments. The paper argues that the patterns of control in Japanese manufacturing investment in China are not unique, and as a consequence call into question much of the current conventional wisdom concerning the internationalization of Japanese management practices. Instead of Japanese seeking to maintain strong control over overseas plants and attain high degrees of 'Japanization' (a term used to indicate the dynamics of the transfer process), a complex and varied array of patterns of control are identified. On the one hand, production appears highly Japanized, but personnel management is not. On the other hand, Japanese multinationals make investment decisions that necessitate ceding a high degree of control to local managers. Moreover, it is shown that such 'localization' of control is willingly ceded, if not actively sought, by Japanese multinationals     

日本大地震对中国进口日本汽车零部件的影响分析

作为中国汽车零部件最大的进口国,日本大地震对中国汽车产业的影响最为显著。本文采用自组织数据挖掘的GMDH模型方法,建立日本地震对中国进口日本汽车零部件影响的GMDH模型。结果表明,日本大地震后中国进口日本汽车零部件数量经历了一个涨——跌——跌——起——正常的过程,大地震对后续三个月中国日系汽车零部件市场有非常严重的显著影响。     

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

This paper analyses the international management control (IMC) system that Japanese multinational companies (MNCs) employ to co-ordinate the activities of their subsidiaries in China. It focuses on the role of Japanese expatriates in this IMC system and assesses their performance. In the process, it offers a comprehensive evaluation of the organizational fit of the Japanese IMC model within the current Chinese business environment. Taking Japanese firms as the subject, the analysis identifies areas of incongruity and explains the underlying reasons for problems with expatriate-focused IMC models. In doing so, this paper argues that the Japanese expatriate-based control system in China (as in many other parts of the world) continues to be characterized by an insider-outsider mentality that prevents a real internationalization of overseas operations in the 'transnational' sense.     

The management of labour in Japanese manufacturing plants in China

While there is now considerable scholarship concerning Japanese management practices in their overseas production operations in Europe and North America, little is known about Japanese investment in other parts of the world, especially in Asia. This paper draws on on-going research into the nature and operations of Japanese manufacturing investments in China. The paper focuses on interviews primarily with Chinese managers in twenty plants in three locations within China, to examine their personnel polices and practices, and draw from this their overall industrial relations strategies. The main findings were, first, that, despite claims of cultural similarity between China and Japan, personnel management practices were generally not transferred from Japan to the plants in China. Second, practices that may appear as Japanese inspired were often informed by local practices. Third, there was diversity in the forms of practices used, indicating neither sophistication nor a singular recipe of management methods. Thus, the paper seeks to challenge proponents of Japanization who claim, essentially, that Japanese management techniques are predicated on the construction of particular forms of social relations around work that allow sophisticated, and integrated, production-management systems to function. Instead, depending on a complex interrelation between location industry and the history of each plant, managers sought to use various local and 'universal' (generic to capitalism) strategies and practices to control and utilize labour.     

浅析高职赴日留学现状——以苏州工业园区服务外包职业学院为例

本文在苏州工业园区服务外包职业学院2014年赴日留学生情况调研结果的基础上,结合国内的留学趋势以及专业人才需求,总结日语教育模式以及对日文化交流的经验,在与日本院校的交流与日语社团活动、日语教学和赴日培训方面为高职院校培养日语人才提供一定的参考。     

Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit

In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.     

外贸日语函电写作策略探索

随着中日国际贸易的不断发展,外贸日语函电作为一种重要的沟通方式显得越来越重要。国际贸易沟通中,外贸函电沟通的水平直接关系到交易的成功,是能否顺利实现预期目标的关键。本文从外贸日语函电内涵及特点,基本要求,国际化原则入手,探讨日语外贸函电商的应用策略。     

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.