LEADER 03763nam 2200721Ia 450 001 9910792272003321 005 20230721015402.0 010 $a0-19-160982-X 010 $a9786612383427 010 $a1-282-38342-6 010 $a0-19-157182-2 035 $a(CKB)2560000000293326 035 $a(EBL)472130 035 $a(OCoLC)536239220 035 $a(SSID)ssj0000336238 035 $a(PQKBManifestationID)11929258 035 $a(PQKBTitleCode)TC0000336238 035 $a(PQKBWorkID)10281833 035 $a(PQKB)10085093 035 $a(StDuBDS)EDZ0000075715 035 $a(MiAaPQ)EBC472130 035 $a(Au-PeEL)EBL472130 035 $a(CaPaEBR)ebr10358400 035 $a(CaONFJC)MIL238342 035 $a(MiAaPQ)EBC7038183 035 $a(Au-PeEL)EBL7038183 035 $a(EXLCZ)992560000000293326 100 $a20090625d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aCorporate governance and managerial reform in Japan$b[electronic resource] /$fedited by D. Hugh Whittaker and Simon Deakin 210 $aOxford ;$aNew York $cOxford University Press$dc2009 215 $a1 online resource (316 p.) 300 $aDescription based upon print version of record. 311 $a0-19-956363-2 311 $a0-19-172135-2 320 $aIncludes bibliographical references and index. 327 $aContents; List of Figures and Tables; List of Contributors; Acknowledgements; 1. On a Different Path? The Managerial Reshaping of Japanese Corporate Governance; 2. In the Shadow of Corporate Governance Reform: Change and Continuity in Managerial Practice at Listed Companies in Japan; 3. Takeovers and Corporate Governance: Three Years of Tensions; 4. Foreign Investors and Corporate Governance in Japan; 5. Japan's Conversion to Investor Capitalism; 6. Managers and Corporate Governance Reform in Japan: Restoring Self-Confidence or Shareholder Revolution? 327 $a7. Whose Company Is It? Changing CEO Ideology in Japan8. Changes in Japan's Practice-Dependent Stakeholder Model and Employee-Centered Corporate Governance; 9. Management Innovation at Toshiba: The Introduction of the Company with Committees System; 10. Corporate Governance, Institutions, and the Spirits of Capitalism; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W; Y; Z 330 $aJapanese corporate governance and managerial practice is at a critical juncture. At the start of the decade pressures mounted for Japan to move to a shareholder-value driven, 'Anglo-American' system of corporate governance. Subsequent changes, however, may be seen as an adjustment and renewal of the post-war model of the Japanese firm. In adapting to global corporate governance standards, Japanese managers have also been reshaping them according to their own agenda of reform andrestructuring of decision-making processes.The board's role is seen in terms of strategic planning rather than monito 606 $aCorporate governance$zJapan 606 $aIndustrial management$zJapan 606 $aBoards of directors$zJapan 606 $aCorporations$xInvestor relations$zJapan 606 $aCorporation law$zJapan 615 0$aCorporate governance 615 0$aIndustrial management 615 0$aBoards of directors 615 0$aCorporations$xInvestor relations 615 0$aCorporation law 676 $a658.400952 701 $aWhittaker$b D. H$g(D. Hugh)$095620 701 $aDeakin$b S. F$g(Simon F.)$0263569 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910792272003321 996 $aCorporate governance and managerial reform in Japan$93820549 997 $aUNINA