This paper examines the role played by non-Japanese human resources in reciprocal business with emerging markets as well as the implications. We focused on non-Japanese human resources because, first, the greatest issue facing Japanese companies’ overseas business is having the necessary human resources. Second, a perception gap exists between companies and the younger generation with respect to the global business climate. Third, because of these circumstances, we decided to examine whether non-Japanese human resources, including non-Japanese international students (hereinafter, this is called “international students”), could provide a breakthrough in the barriers surrounding overseas human resources.
This article takes an empirical approach to testing this hypothesis. Specifically, we used not only questionnaire data and results but also considered approaches for attracting human resources from all other countries as well as individual cases of small and medium-sized enterprises pursuing reciprocal business with emerging markets to consider various setups and the roles and potential of non-Japanese human resources.
Finally, we point out the issues involved in education
and management systems during the integration of non-Japanese human resources
and localization in places where Japanese companies set up overseas operations
and make proposals regarding inclusive aid programs that encompass countries