Corporate Governance System of Japanese Multinational Companies

The purpose of this book is to study an unexplored area of corporate governance. The authors examine whether the corporate governance system can be affected by organizational culture, leader culture, and the operations management system in general. In addition, they study how a specific corporate governance system can affect the organizational culture and operations management system and create a different type of leader culture. This is an in-depth study of Japanese multinational companies and a comparison of their corporate governance system at home (in Japan) and in host countries like Britain, India, and Thailand.

The authors conducted a series of in-depth interviews with the senior executives of major Japanese multinational companies to construct quantitative models for Japan, Thailand and India, and to analyze the aforementioned propositions.
Contents:Preface About the AuthorsList of FiguresList of TablesPurpose of a Business CorporationTraditional Practices of Corporate Governance in JapanCorporate Governance System in Honda and SonyQuantitative Measures of Corporate Governance: A CritiqueInterviews with Executives of Japanese Multinational CompaniesManagement System and Organizational CultureQuantitative Method to Analyze Corporate GovernanceResults of the SurveysConclusionBibliographyIndex
Readership: Academics, researchers and students in the areas of corporate governance, international business policy analysis, international business, operational research, and empirical economics.Corporate Governance;Japanese Companies;Organizational Efficiency;Quantitative Method to Analyze Corporate Governance0Key Features:Adopts quantitative approach to study corporate governanceBased on actual surveys of companies in Japan, Thailand and India