Technical progress and the growth of the Japanese economy - past and future

This paper considers technical progress and the growth of theJapanese economy. Many economists are pessimistic about theeconomy's future because of the rapid ageing of the population.However, capital and total factor productivity (TFP) are muchmore important than labour in determining economic growth. Duringthe high-growth era of the 1950s and 1960s, TFP contributedalmost 4 percentage points to the 10 per cent annual growthrate. Since then, however, TFP growth has fallen significantly.During the 1970s, Japan's machinery industries became worldleaders and made possible the export-led growth of the period1975 85. I argue that the stagnation of the 1990s was causedby demand deficiency, and that demand creation by technicalprogress is the key to economic growth.     

The Concept and Practice of the Production Seat System

This paper presents features of the production seat system and its industrial applications in Japan. Like an airline reservation system, customers' orders are booked on the production seat table in the production seat system. Then orders are released from the production table to work processes at every production order cycle. To show the effectiveness of the production seat system, a simple simulation was conducted. It was observed that the production seat system would achieve better observance of customer delivery dates and would reduce the average production lead time when compared with the traditional production planning and scheduling system. © 1997 John Wiley & Sons, Ltd.     

What causes business cycles? Analysis of the Japanese industrial production data

We explore what causes business cycles by analyzing the Japanese industrial production data. The methods used are spectral analysis and factor analysis. Using the random matrix theory, we show that two largest eigenvalues are significant. Taking advantage of the information revealed by disaggregated data, we identify the first dominant factor as the aggregate demand, and the second factor as inventory adjustment. They cannot be reasonably interpreted as technological shocks. We also demonstrate that in terms of two dominant factors, shipments lead production by four months. Furthermore, out-of-sample test demonstrates that the model holds up even under the 2008–2009 recession. Because a fall of output during 2008–2009 was caused by an exogenous drop in exports, it provides another justification for identifying the first dominant factor as the aggregate demand. All the findings suggest that the major cause of business cycles is real demand shocks.     

Disaggregating the group effect: Vertical and horizontal <Emphasis Type="Italic">keiretsu</Emphasis> in changing economic times

This paper examines the evolution of keiretsu group affiliation among members of horizontal and vertical keiretsu in Japan over two time periods: 1992–1997, and 1997–2002. We found that ties were more stable in the later time period and therefore restricted our empirical analysis to the 1992–1997 period. We also found differences in the response of vertically and horizontally linked groups to economic downturn and capital market change—vertically linked groups weakened their ties while horizontally linked groups showed more stability.     

Leveraging foreign institutional logic in the adoption of stock option pay among Japanese firms

Research summary : We investigate why Japanese firms have adopted executive stock option pay, which was developed with shareholder‐oriented institutional logic that was inconsistent with Japanese stakeholder‐oriented institutional logic. We argue that Japanese managers have self‐serving incentives to leverage stock ownership of foreign investors and their associated institutional logic to legitimize the adoption of stock option pay. Our empirical analyses with a large sample of Japanese firms between 1997 and 2007 show that when managers have elite education, high pay inequality with ordinary employees, and when firms experience poor sales growth, foreign ownership is more likely associated with the adoption of stock option pay. The study shows the active role of managers in facilitating the diffusion of a new governance practice embodying new institutional logic. Managerial summary : Why have Japanese firms adopted stock option pay for executives? Inconsistent with Japanese stakeholder‐oriented tradition in corporate governance, such pay has been believed to prioritize managerial attention to the interests of shareholders over those of other stakeholders. However, to the extent that shareholders' interests are legitimate in the Japanese context, executives who have self‐serving incentives to adopt such pay can leverage the need to look after shareholders' interest in their firms to legitimize their decisions. In a large sample of Japanese firms, we find that foreign ownership (representing shareholders' interests) is more likely to be associated with the adoption of stock option pay when managers are motivated to receive such pay, such as when they have elite education, high pay inequality with ordinary employees, or poor sales growth. Copyright © 2015 John Wiley & Sons, Ltd.     

When Elites Forget Their Duties: The Double‐Edged Sword of Prestigious Directors on Boards

Previous research indicates that the performance effect of prestigious directors is ambiguous. Our study addresses this issue by integrating the theoretical lens of board capital and the institutional perspective. We argue that prestigious directors can bring benefits as well as costs. We claim that the emergence of these costs depends on the institutional context, specifically the institutional characteristics of the country's corporate elite circle which is characterized by the elite cohesion and the elite exclusiveness. Our empirical results with a 15‐country sample covering the period of 2005 to 2014 provide evidence for the overall existence of a positive performance effect of prestigious boards. However, our results also indicate that these beneficial effects of prestigious boards are mitigated in countries with high elite exclusiveness. Hence, under these certain institutional conditions, the elite‐favouring behaviour of prestigious directors also brings costs.     

Non-self-averaging in macroeconomic models: a criticism of modern micro-founded macroeconomics

When the coefficient of variation, namely the ratio of the standard deviation over the mean approaches zero as the number of economic agents becomes large, a system is called self-averaging. Otherwise, it is non-self-averaging. Most economic models take it for granted that the economic system is self-averaging. However, they are based on the extremely unrealistic assumption that all the economic agents face the same probability distribution, and that micro shocks are independent. Once these unrealistic assumptions are dropped, non-self-averaging behavior naturally emerges. Using a simple stochastic growth model, this paper demonstrates that the coefficient of variation of aggregate output or GDP does not go to zero even if the number of sectors or economic agents goes to infinity. Non-self-averaging phenomena imply that even if the number of economic agents is large, dispersion could remain significant, and we cannot legitimately focus solely on the means of aggregate variables. This, in turn, means that the standard microeconomic foundations based on representative agents have little value for they are meant to provide us with accurate dynamics of the means of aggregate variables. Contrary to the main stream view, micro-founded macroeconomics such as a dynamic general equilibrium model does not provide solid micro foundations.     

The Impact of Global Capital Market Exposure and Stable Ownership on Investor Relations Practices and Performance of Japanese Firms

This paper examines whether greater exposure to global capital markets, stable share ownership, and group affiliation of Japanese firms have any impact on the quality of their investor relations practices (IR) and market-value added (MVA). The results indicate that foreign ownership and foreign listings are positively associated with IR. Foreign listings are also positively associated with MVA. However, stable ownership and group affiliation do not seem to have any impact on IR. These findings suggest that Japanese firms that are more exposed to global capital markets are more likely to adopt shareholder-oriented policies rather than stakeholder-oriented policies.