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

J. Slater, S. Paliwoda, S. Pease

Research output: Contribution to journalArticle

11 Citations (Scopus)

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.
LanguageEnglish
Pages618-640
Number of pages22
JournalInternational Business Review
Volume15
Issue number6
DOIs
Publication statusPublished - Dec 2006

Fingerprint

Japan
Entry mode
Shareholders
Erosion
Management attitudes
Corporate governance
National cultures
Isomorphism
Internationalization
Work values
Managerial work
Japanese management
Momentum
Mode of entry

Keywords

  • deregulation
  • FDI
  • Internationalisation
  • Japan
  • Keiretsu
  • mergers and acquisitions (M&A)
  • shareholder

Cite this

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The erosion of stable shareholder practice in Japan ("Anteikabunushi Kosaku"). / Slater, J.; Paliwoda, S.; Pease, S.

In: International Business Review, Vol. 15, No. 6, 12.2006, p. 618-640.

Research output: Contribution to journalArticle

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