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The erosion of stable shareholder practice in Japan ("Anteikabunushi Kosaku")

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  • Pease, Stephanie
  • Paliwoda, Stanley
  • Slater, Jim
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    Abstract

    This study reviews the academic literature to explain internationalisation, mode of entry choice and strategic momentum theory. In this research, we ask whether DiMaggio's theory of isomorphism can be applied to Japan, given the country's Anteikabunushi Kosaku practices and the evidence cited in the literature that suggests that national culture influences managerial work values and Japanese entry mode strategies. We suggest that Japanese management attitudes towards entry mode strategy are changing due to a change in corporate governance policy and competition. In response, we argue that Japan's stable shareholder practice is eroding and that as a result of this erosion, the change observed in institutional behaviour is isomorphic.

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    Bibliographic Info

    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 15 (2006)
    Issue (Month): 6 (December)
    Pages: 618-640

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    Handle: RePEc:eee:iburev:v:15:y:2006:i:6:p:618-640

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    Related research

    Keywords: Deregulation FDI Internationalisation Japan Keiretsu Mergers and acquisitions (M&A) Shareholder;

    References

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    Cited by:
    1. Canabal, Anne & White III, George O., 2008. "Entry mode research: Past and future," International Business Review, Elsevier, vol. 17(3), pages 267-284, June.

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