The erosion of stable shareholder practice in Japan (“Anteikabunushi Kosaku”) |
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Authors: | Stephanie Pease Stanley Paliwoda Jim Slater |
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Institution: | aCardiff Business School, Cardiff University, Aberconway Building, Colum Drive, Cardiff CF10 3EU,UK;bThe Department of Marketing, University of Strathclyde, Stenhouse Building, 173 Cathedral Street, Glasgow G4 ORQ,UK;cThe Birmingham Business School, The University of Birmingham, Birmingham B15 2TT, UK |
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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. |
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Keywords: | Deregulation FDI Internationalisation Japan Keiretsu Mergers and acquisitions (M& A) Shareholder |
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