Corporate Restructuring in Japan Part I: Can M‐Form Organization Manage Diverse Businesses?

The purpose of this paper is to examine the recent organizational restructuring in Japan in the framework of organizational economics, assuming that the product/market portfolio of the firm is fixed. How does a firm set about organizing its internal divisions? I first summarize some stylized facts on corporate diversification strategy and multi‐divisional (M‐form) organization in large Japanese firms from different perspectives. I then analyse the problem of choosing an organizational form. In particular, I argue that, precisely because of its related diversification, the multi‐business Japanese firm adopting the M‐form finds it difficult to differentiate its diverse businesses internally.     

The land that lean manufacturing forgot?

We have conducted the first large ‐ scale survey on management practices in transition countries. We found that Central Asian transition countries, such as Uzbekistan and Kazakhstan, have on average very poor management practices. Their average scores are below developing countries such as India. In contrast, the Central European transition countries such as Poland and Lithuania operate with management practices that are only moderately worse than those of Western European countries such as Germany. As we find these practices are strongly linked to firm performance, this suggests that poor management practices may be impeding the development of Central Asian transition countries. We find that competition, multinational ownership, private ownership and human capital are all strongly correlated with better management. If causally interpreted, this would imply that the continued opening of markets to domestic and foreign competition, privatization of state ‐ owned firms and increased levels of workforce education should promote better management, and ultimately faster economic growth.     

Financing R&D in Chinese private firms: Business associations or political connection?

Using a new and unique dataset of Chinese private firms, this paper explores how private firms access bank loans to finance innovative activities. The results reveal that political connection, rather than membership in a government-controlled business association, largely determines private firms' innovations by providing access to bank loans. Furthermore, the “grease-the-wheels” mechanism of political connection is stronger if the firms are more constrained financially, located in regions with low levels of financial development, or located in regions with relatively under-developed institutional environments. Finally, cash flow, used to measure internal financing, and trade credit, used to measure informal financing, are important alternative financing channels and support firms' R&D investments. Our paper implies that China's government needs to continue fostering a good financing environment and supporting innovation activities.     

Employment in family managed firms: Less but safe? Analysing labour demand of German family managed firms with a treatment model for panel data

This paper analyses the differences in labour demand between family and non-family managed firms. These firms seem to have better employment performance than non-family controlled companies. Therefore, this study applies a treatment model for panel data controlling for endogeneities of being a family managed firm or not. The results of the estimations indicate that labour demand is possibly larger because of family members joining the firms as extra employees. Moreover, labour turnover is lower, supporting the assumption that family firms offer some kind of implicit labour contracts. However, in opposite to previous results, it seems that only small family managed firms show different employment behaviour.     

Organizational transparency and power in firm ownership networks

When public institutions do not support information disclosure and contract enforcement, controlling owners may compensate by setting up ownership networks that facilitate the exchange of resources and alignment of interests. We examine how firms’ controlling owners draw power from ownership networks to provide access to resources for or to expropriate resources from their firms. Horizontal power originates from network centrality and is associated with resource access whereas vertical power originates from principal-principal agency conflicts and is associated with exploitation of minority shareholders. We highlight the impact of horizontal and vertical power through their interaction effects with transparency and disclosure (TD) practices on fixed investments and performance in Russian firms. We find that TD and horizontal power or connectedness are substitutes, while whereas TD and vertical power are complements in their effects on fixed investment and firm performance. Without a strong commitment to TD, powerful owners may thus deprive the firm of productive investments.