Changes in the Japanese Postwar Corporate Governance System in the 1990s
The study deals with the specific features of Japanese corporate governance that can be summarized in: 1) insider control system with internal disciplining mechanisms based on lifetime employment and the employee ambition for promotion, and 2) internalized monitoring by external stakeholders through establishment of long-term interfirm relationships within a common grouping based on cross shareholding and corporate interconnectedness. The traditional corporate control mechanisms – internal and external – in Japanese companies until the 1990s have been analyzed, as well as the objectives of corporate managers in Japan. The changes in the corporate governance system have been traced both in the formal institutional framework and in economic practices. The changes in employment relations have been discussed as the basis of the internal disciplining mechanisms. In conclusion, the incompleteness of the changes in the corporate governance system, and the possible directions for its future development have been analyzed.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): (2005)
Issue (Month): 3 ()
|Contact details of provider:|| Postal: 3, Aksakov Str., 1040, Sofia|
Phone: (+359 2) 810 40 18
Fax: (+359 2) 988 21 08
Web page: http://www.iki.bas.bg
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Kaplan, Steven N. & Minton, Bernadette A., 1994. "Appointments of outsiders to Japanese boards: Determinants and implications for managers," Journal of Financial Economics, Elsevier, vol. 36(2), pages 225-258, October.
- Aoki, Masahiko, 1990.
"Toward an Economic Model of the Japanese Firm,"
Journal of Economic Literature,
American Economic Association, vol. 28(1), pages 1-27, March.
- Kang, Jun-Koo & Shivdasani, Anil, 1995. "Firm performance, corporate governance, and top executive turnover in Japan," Journal of Financial Economics, Elsevier, vol. 38(1), pages 29-58, May.
- Steven N. Kaplan, 1997. "Corporate Governance And Corporate Performance: A Comparison Of Germany, Japan, And The U.S," Journal of Applied Corporate Finance, Morgan Stanley, vol. 9(4), pages 86-93.
- Kaplan, Steven N, 1994. "Top Executive Rewards and Firm Performance: A Comparison of Japan and the United States," Journal of Political Economy, University of Chicago Press, vol. 102(3), pages 510-546, June.
- Odagiri, Hiroyuki, 1994. "Growth through Competition, Competition through Growth: Strategic Management and the Economy in Japan," OUP Catalogue, Oxford University Press, number 9780198288732, December.
- Prowse, Stephen D, 1992. " The Structure of Corporate Ownership in Japan," Journal of Finance, American Finance Association, vol. 47(3), pages 1121-1140, July.
- Julian Franks & Colin Mayer, 1997. "Corporate Ownership And Control In The U.K., Germany, And France," Journal of Applied Corporate Finance, Morgan Stanley, vol. 9(4), pages 30-45.
When requesting a correction, please mention this item's handle: RePEc:bas:econst:y:2005:i:3:p:124-150. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Diana Dimitrova)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.