{"created":"2023-07-25T09:04:03.504086+00:00","id":1831,"links":{},"metadata":{"_buckets":{"deposit":"11bdb553-a13c-4d7a-aa48-6a4c1fc33f76"},"_deposit":{"created_by":3,"id":"1831","owners":[3],"pid":{"revision_id":0,"type":"depid","value":"1831"},"status":"published"},"_oai":{"id":"oai:toyama.repo.nii.ac.jp:00001831","sets":["208:211:251:349"]},"author_link":["4785","5068"],"item_3_alternative_title_19":{"attribute_name":"その他（別言語等）のタイトル","attribute_value_mlt":[{"subitem_alternative_title":"Global management by Japanese small business : a case study in Hokuriku District 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「北陸企業のグローバル経営（9)」で取り上げたM社について再考してみる。前回は，1934年創業のM社が現在，建材・ファスニング・工機の3事業部を持ち，世界の58ヶ国に事業展開し，本社と現地，現地と他現地問に情報の流れのあるグローバル企業として営みを続けている様子を記した。それを「経営理念」「海外展開の方針」「アメリカ進出から得た学習効果」の三つの観点から論述した。今回は企業が長期存続を目指すとき，多角経営とグローバル経営が企業の長期存続への適応力を高める重要な手段であることを明らかにしてみたい。具体的に述べると，建材の圏内需要が低迷した際に，ファスニング製品に大口の顧客があらわれ，その顧客も海外展開しているところから，多角経営とグローバル経営が活かされるという点が1点と先に進出していた中国において住宅の市場調査を行い，寒冷地向けの建材を開発して建材工場を設けたことも2点目として挙げられる。以下に，環境の変化とともに，企業が取引する接点を替えていかざるをえないということを述べる。","subitem_description_type":"Abstract"}]},"item_3_description_40":{"attribute_name":"資源タイプ(DSpace)","attribute_value_mlt":[{"subitem_description":"Article","subitem_description_type":"Other"}]},"item_3_description_6":{"attribute_name":"引用","attribute_value_mlt":[{"subitem_description":"富山大学紀要．富大経済論集，第47巻第3号，2002.3，pp.601-609","subitem_description_type":"Other"}]},"item_3_full_name_3":{"attribute_name":"著者別名","attribute_value_mlt":[{"nameIdentifiers":[{"nameIdentifier":"4785","nameIdentifierScheme":"WEKO"},{"nameIdentifier":"1000000089004","nameIdentifierScheme":"CiNii 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