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Corporate Finance and Human Resource Management

  • Masahiro Abe
  • Takeo Hoshi

Corporate governance can be defined to be an institution that constrains relations between corporate managers and various stakeholders, including shareholders, creditors, workers, suppliers, and customers. Under this broad definition, corporate governance is a system of various sub-systems that are complementary to one another. This paper focuses on two sub-systems of the Japanese corporate governance: one on corporate finance and another on human resource management. After briefly documenting the characteristics of the Japanese corporate governance in these two sub-systems, the paper discusses how each sub-system has been going through substantial changes in recent years. Examining the data for 58 listed companies, we find preliminary evidence on the complementarity between the two sub-systems. The firms that have non-traditional ownership structure (especially high foreign ownership) seem to have more non-traditional human resource management practices.

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Paper provided by Research Institute of Economy, Trade and Industry (RIETI) in its series Discussion papers with number 04027.

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Length: 41 pages
Date of creation: Aug 2004
Date of revision:
Handle: RePEc:eti:dpaper:04027
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  1. Shleifer, Andrei & Vishny, Robert W, 1997. " A Survey of Corporate Governance," Journal of Finance, American Finance Association, vol. 52(2), pages 737-83, June.
  2. Bengt Holmstrom, 1997. "Moral Hazard and Observability," Levine's Working Paper Archive 1205, David K. Levine.
  3. Tiroley, Jean, 2000. "Corporate Governance," CEI Working Paper Series 2000-1, Center for Economic Institutions, Institute of Economic Research, Hitotsubashi University.
  4. Takeo Hoshi & Anil Kashyap, 2004. "Corporate Financing and Governance in Japan: The Road to the Future," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262582481, June.
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