Institutional Shareholder Engagement with Japanese Firms: Culture, Process, and Expectations, 2006-2012

2015 ◽  
Author(s):  
Gordon L. Clark ◽  
Yukie Saito ◽  
Michael Viehs
2020 ◽  
Author(s):  
Sebastiaan Niels Hooghiemstra ◽  
Hugo van Hees

2012 ◽  
Vol 59 (1) ◽  
Author(s):  
Mohd Helmi Sani ◽  
Frank Baganz

At present, there are a number of commercial small scale shaken systems available on the market with instrumented controllable microbioreactors such as Micro–24 Microreactor System (Pall Corporation, Port Washington, NY) and M2P Biolector, (M2P Labs GmbH, Aachen, Germany). The Micro–24 system is basically an orbital shaken 24–well plate that operates at working volume 3 – 7 mL with 24 independent reactors (deep wells, shaken and sparged) running simultaneously. Each reactor is designed as single use reactor that has the ability to continuously monitor and control the pH, DO and temperature. The reactor aeration is supplied by sparging air from gas feeds that can be controlled individually. Furthermore, pH can be controlled by gas sparging using either dilute ammonia or carbon dioxide directly into the culture medium through a membrane at the bottom of each reactor. Chen et al., (2009) evaluated the Micro–24 system for the mammalian cell culture process development and found the Micro–24 system is suitable as scaledown tool for cell culture application. The result showed that intra-well reproducibility, cell growth, metabolites profiles and protein titres were scalable with 2 L bioreactors.


2001 ◽  
Vol 20 (1) ◽  
pp. 7-18
Author(s):  
John Kidd ◽  
Frank-Jürgen Richter

The study of organisational networking has suggested that a joint effort applied to some task is often to the advantage of both parties. Recent studies have indicated that many strategic networks of Japanese firms have been both strategic and also permeable – to the extent that each firm takes on some of the characteristics of the other in order to fulfil a task. However the emergent characteristic of ‘downsizing’, which hit the Western firms a decade ago, has now moved to Japan where their reluctant human resource managers have begun to ‘hollow out’ their workforce – and much of the effect falls upon the middle management cadre. In turn we are seeing in Europe, across the Japanese production subsidiaries, that they have embraced the precepts of Enterprise Resource Planning (ERP) in the form of applications programmes promoted by SAP, Oracle, Baan, PeopleSoft and others – so as to be better informed of the data in their pan-European enterprise. Our thesis is that the effects of the hollowing out needs to be very carefully managed in both the single enterprise and between multi-enterprises. And the implementation of ERP needs precise management in multi-national firms in general, and Japanese firms in particular, if they are to engage in strategic networking with any degree of permeability – since they will have little resultant organisational slack to generate new organisational learning.


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