Experience in Supporting Industry Development in Japan and Lessons for Viet Nam

Japan is the world's 3rd largest economy with a nominal GDP of USD 5380 billion. Japan's economy has a rapid industrial development process after its defeat in World War II. Vietnam's economy in 2020 will achieve GDP growth of 2.9%, nominal GDP of 300 billion dollars, per capita income reached $2786, if calculated according to purchasing power parity (PPP), the average income of Vietnamese people is about $ 8,500. In 2020, Vietnam has a trade surplus of 19.1 billion USD (an important contribution to this result is the total two-way turnover of 39.6 billion USD, a trade deficit of 1.1 billion USD from Japan. No small contribution to the economic success of Vietnam as a strategic partner of Japan - the third largest economy in the world. Japan is the first country in the G7 group to recognize Vietnam as a market economy and partner, the largest ODA sponsor for Vietnam, the number 1 investor in Vietnam and the 3rd largest trading partner of Vietnam. This paper also refers the lessons learned for Vietnam.

Third Neighbor Policy Concept in Mongolia’s Geopolitics

Since the 1900s when Mongolia fought for its independence, it was looking for an ally or a supporter on which it could rely on. One of the options was third neighbor. During the dramatic times Mongolia tried to approach Japan, as the closest possible country to have relation, and the U.S. as a country somehow caught its attention, to establish, if not diplomatic, at least trade relation. Third neighbor policy is unique, as it is associated only with Mongolia due to its unique geographic location. Looking for third neighbor, it is important for Mongolia to maintain balance between two big neighbors, and to have relationship with other developed countries. But the U.S. saw Mongolia not only as a young and a good example of democracy, and strategic partner, but also possible “ally” which lies between Russia and China. Third neighbor policy is not just an ordinary policy in foreign policy; it is a concept which is important for Mongolia, for a country which is sandwiched between two big nuclear Powers. With changing international environment Mongolia’s strategic importance never left behind. Here will be discussed that Mongolia’s third neighbor policy cannot be limited just with foreign policy or relationships with other countries. But it could have broader meaning from geo-strategic perspective, depending from international politics. I am arguing that third neighbor policy is more than just a foreign policy, it is a concept.

Research on strategic partner selection under industrial agglomeration

<p>The selection of excellent partners for enterprises is crucial to the establishment and operation of industrial agglomeration enterprise alliances. It is not only related to the creation of new market values, the reduction of cost of cooperative enterprises, but also directly affects the efficiency of enterprise alliances. This study analyzes the theory of enterprise cooperation under industrial agglomeration, and establishes the index system, selection method and scientific rational selection process of strategic partner selection under this foundation and background<span style="font-family: 'Times New Roman';">, </span>to provide theoretical guidance for enterprises to choose the best strategic partners for industrial agglomeration.</p>

KAZAKHSTAN’S SOVEREIGNTY IN THE CONTEXT OF KAZAKH-RUSSIAN RELATIONS

The article examines the problem of sovereignty of the Republic of Kazakhstan through the prism of Kazakh-Russian interstate relations. The key conclusions made by the authors are that, first of all, Kazakh-Russian relations are based on the post-Soviet model and the concept of the sovereignty of the Republic of Kazakhstan, which retains significant elements of the Soviet constitutional model of relations between the Union center and the republics; secondly, as part of this sovereignty model, the Republic of Kazakhstan has to make concessions in the economic, financial and other forms of sovereignty. However, the Republic of Kazakhstan makes no concessions in matters of territorial integrity and other fundamental aspects of its sovereignty. Thirdly, it was easier for the Republic of Kazakhstan to maintain the image of the Russian Federation as a strategic partner between 1991 and the mid-2000s, but since that time, the Russian Federation has been pursuing an openly neo-imperial policy in the post-Soviet space, thus, the increasing securitization of the relations with the Russian Federation requires great efforts from the Republic of Kazakhstan to protect its sovereignty and territorial integrity.

Relations between the Republic of Turkey and the United States at the Present Stage and Their Impact on Georgia

At the beginning of the 21st century, Turkish-American relations attracted serious attention of the international community. Since the end of the Cold War, relations between the Turkish Republic and the United States have focused on security. The foreign policy of the two countries from time to time pursued common and sometimes very different goals. In parallel with this, periods of ups and downs were observed in economic relations. It was the goal of achieving security that determined the cooperation between these two countries. On the one hand, there was the leader of one of the two poles during the Cold War – the United States, and on the other – Turkey, a country with significant influence in the Middle East, but strongly dependent on the United States. In the 2000s, disagreements between Turkey and the United States, two NATO members, were not in Georgia’s interests. Turkey and the United States are Georgia’s partner countries. The United States is Georgia’s strategic partner and Turkey is one of its largest trading partners. Despite tensions between Turkey and the United States, the latter is not expected to harm Georgia’s bilateral relations. According to Washington, Georgia’s rapprochement with Iran will be a more serious problem than the issue with Turkey, especially if Georgia violates sanctions against Iran.

Increasing the Prevalence of Offsite Construction in Housing Association Developments: Conceptual and Pragmatic Challenges

Offsite construction is increasingly being presented as a way to increase housing delivery and reduce the housing crisis. Housing Associations play a pivotal role in the delivery of affordable homes and therefore offsite construction could be beneficial in alleviating the crisis. For offsite construction uptake to increase, the conceptual and pragmatic advantages and challenges surrounding offsite housing in relation to evolving social domestic needs to be explored and understood. The purpose of this paper is to discuss the viability of offsite construction as not only a full-service solution to social housing provision, but an integral strategic partner for meeting the range of specialised fabrication needs for these new properties. A literature review is carried out to explore the conceptual and pragmatic advantages and challenges encountered by HAs adopting offsite construction methods. The paper also investigates which the housing tenures are most suited to offsite construction technology. The paper highlighted that whilst individual case studies and example homes offer one mode of justification for Housing Associations to move forward, it is the cumulative effect of cost savings, sustainability, specialised skill sets, labour reduction, structural innovation, and rate of construction that should be weighed and incorporated into this consideration-making process.

EngRec

This year, BCS was a strategic partner for EngRec: the virtual fair for early engineering careers. Olivia Wolfheart MBCS reports on the successful event.

What Customer Wants to Read in Your Proposal

Earlier sales executives using their interpersonal - social skills built and cemented relationships with procurement officials over golf games, theatre outings and major events. That era is slowly but surely coming to an end. Today in the digital age, the context is completely different. Every organisation has access to vendors across the globe. Thanks to Artificial Intelligence (AI), organisations can compare their procurement performance in unprecedented detail. Procurement teams have relevant tools and technology to gather insights about seller’s product or service offerings to the minutest detail. However, organisations are also under constant pressure to generate value to their stakeholders on quarter-on-quarter basis. Organisations are looking towards sellers to create value to their stakeholders. Sellers should innovate and help organisations grow in multiple dimensions. Empower organisations generate value to their stakeholders. In short become their strategic partner. In this new arrangement, seller-buyer relationship is no more a transactional, order- taking and resource supplying activity. Selling process is transformed with focus on value creation. Value proposition is the core of value creation. Infact it is a disciplined concept. Sellers who use it as strategic asset create win - win situation. This research paper walks through value creation process and details how value propositions are developed.

Building innovation capabilities through human resources practices

Purpose Considering the distressingly low rate of success in introducing radical new products, the purpose of this paper is to reinforce the importance of taking human resources beyond administrative activity leading to stronger innovation performance and the greater use of its people. In particular, this paper highlights three persistent fallacies in human resource practices: need for creativity; efficiency of bottom-up efforts; and monetary incentives for product innovations and to learn from innovative organizations about how to deal with these fallacies. Design/methodology/approach This paper details the correlation between culture, confidence, support mechanisms through HR, and innovation by reviewing innovation cases in high-performing organizations. Findings Problem definition, pragmatism and leadership represent critical innovation determinants. As a strategic partner HR can offer support to tackle the three described fallacies of product innovations. Originality/value This paper suggests a practical means for helping HR professionals to better understand how some simple organizational rules can effectively build innovation capabilities.