In this paper,the growth of “call center industry” such as customer services and back office operations in Okinawa,Japan,will be traced for considering the service activities that are made possible by using ICT.The “call centers industry” is regarded as a strategic industry for job creation in the remote region by Japans local and central government.The “call center industry” in Okinawa,Japans southern and westernmost region,was first promoted when Okinawa prefectural government launched a plan called “Strategic Plan for Multimedia Island” in 1998 leading to many relative policies.The industry was also encouraged by Japanese Government under “the Third Development Plan for Okinawa” (fiscal year 1992-2001) which promotes the localization of ICT related service industry in the region.Furthermore,“the Forth Development Plan for Okinawa” (fiscal year 2002-2011) which aims to promote private-led economy and attract business firms from metropolitan regions also puts an emphasis on the ICT related service industry.Under these plans collaborating among local and central government,a large number of service firms,of which headquarters locate in metropolitan region,mostly Tokyo,set up their branch operations in Okinawa Island since the latter half of 1990s.As of 2008,more than 40 companies and 60 operating offices are established there,employing more than10,000 operators.It has been pointed out that the growth of the industry in Okinawa,where the unemployment rate is highest in Japan,owed to its low wage and potential to provide workforce within the region,and most important,strong financial and non-financial support from the governments.In general,more than half of employees in call centers are female and work temporarily under contract.Call centers in Okinawa provide routine services,such as customer and technical support,marketing,and data entry under the mandate from headquarters or outsourced clients companies nation-wide.However,among call centers,there is a call center that is able to create and revise their own operation manuals of how to deal with customers.This is because the client who outsources customer services to the call center does not provide operation manuals for them,so the call center have to transform the know-how of running works embedded in the client into formal scripts by themselves.Thus,it can be noted that the information about the know-how that are accumulated by operators in the call center in Okinawa with ICT have become the manuals through compiling and editing for optimizing operations.In addition,it is most important to consider here is,when the client company in Tokyo adopts these manuals in their company’s in-house training course,they invite instructors from the call center in Okinawa.In this process,the manuals with instructors owing to use within the call center in Okinawa can be transferred to the client company beyond the boundary of corporate organization and from the remote region.Nonetheless,it is still unclear whether this newly created service which can be regarded as tradable one can be produced continually.In order to understand how “knowledge-oriented economy” expands in remote regions,we need to consider this process with discretion.