Japan and South Korea are home to numerous multinational firms, particularly in highly globalized manufacturing industries such as automobiles and electronics. Both countries also have distinct business cultures and management systems which arguably lend strong competitiveness to their leading multinationals. However, the business activities of Japanese and Korean firms are increasingly being transferred to overseas locations, resulting in the need to attract, nurture and retain talent from all over the world.

How can firms with strong national roots manage their global human resources competently without giving up their home-grown competitive strengths? How can they effectively integrate managers who neither know the business cultures nor the languages of their firms’ home countries?

The sustainability of Japanese society depends on how we deal with the risks and opportunities in the age of a declining birth rate and an aging population. Securing the future of local communities through innovative ideas and business schemes is being considered as one important strategy. Recently many distinguished social entrepreneurs have tackled and solved the social problems in respective communities with local stakeholders and achieved social change. One related area is renewable energy through its contribution to regional value added.