This book examines recent changes in Japanese corporate governance. It is based on detailed field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period after the significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008.
This book examines recent changes in Japanese corporate governance. It is based on detailed field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period after the significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008.
D. Hugh Whittaker is a Professor at the University of Auckland Business School. He has written extensively on Japanese and comparative management, entrepreneurship and innovation, most recently Comparative Entrepreneurship: The UK, Japan, and the Shadow of Silicon Valley (with P. Byosiere, S. Momose, T. Morishita, T. Quince and J. Higuchi) and Recovering From Success: Innovation and Technology Management in Japan (co-edited with R. E. Cole), both from Oxford University Press. Simon Deakin is a Professor of Law at the University of Cambridge and director of the corporate governance research programme of the Centre for Business Research, also at Cambridge. He has recently been a visiting professor at Columbia University and at Doshisha University, Kyoto. He published extensively in the fields of corporate governance, labour law and tort law. He was elected to a Fellowship of the British Academy in 2005.
Inhaltsangabe
* 1: Simon Deakin and D. Hugh Whittaker: On a Different Path? The Managerial Reshaping of Japanese Corporate Governance * 2: John Buchanan and Simon Deakin: In the Shadow of Corporate Governance Reform: Change and Continuity in Managerial Practice at Listed Companies in Japan * 3: Masaru Hayakawa and D. Hugh Whittaker: Takeovers and Corporate Governance: Three Years of Tensions * 4: Sanford M. Jacoby: Foreign Investors and Corporate Governance in Japan: The Case of CalPERS * 5: Ronald Dore: Japan's Conversion to Investor Capitalism * 6: Takeshi Inagami: Managers and Corporate Governance Reform in Japan: Restoring Self-Confidence or Shareholder Revolution? * 7: George Olcott: Whose Company Is It? Changing CEO Ideology in Japan * 8: Takashi Araki: Changes in Japan's Practice-Dependent Stakeholder Model and Employee-Centred Corporate Governance * 9: Hisayoshi Fuwa: Management Innovation at Toshiba: The Introduction of the Company With Committees System * 10: D. Hugh Whittaker and Simon Deakin: Corporate Governance, Institutions, and the Spirits of Capitalism
* 1: Simon Deakin and D. Hugh Whittaker: On a Different Path? The Managerial Reshaping of Japanese Corporate Governance * 2: John Buchanan and Simon Deakin: In the Shadow of Corporate Governance Reform: Change and Continuity in Managerial Practice at Listed Companies in Japan * 3: Masaru Hayakawa and D. Hugh Whittaker: Takeovers and Corporate Governance: Three Years of Tensions * 4: Sanford M. Jacoby: Foreign Investors and Corporate Governance in Japan: The Case of CalPERS * 5: Ronald Dore: Japan's Conversion to Investor Capitalism * 6: Takeshi Inagami: Managers and Corporate Governance Reform in Japan: Restoring Self-Confidence or Shareholder Revolution? * 7: George Olcott: Whose Company Is It? Changing CEO Ideology in Japan * 8: Takashi Araki: Changes in Japan's Practice-Dependent Stakeholder Model and Employee-Centred Corporate Governance * 9: Hisayoshi Fuwa: Management Innovation at Toshiba: The Introduction of the Company With Committees System * 10: D. Hugh Whittaker and Simon Deakin: Corporate Governance, Institutions, and the Spirits of Capitalism
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