Toward an Economic Model of the Japanese Firm

By Masahiko Aoki. 2013

1,094 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/448a4f001da53189bcd1b860b4409400bd41b049

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In Economics and Econometrics

Citations in the corpus

The Importance of Sectoral Differences in the Application of Complementary HRM Practices for Innovation Performance (2002, positive): “In the context of product development, Aoki (1990) suggests that the use of team-work involving job-rotation, increases the interaction between the different key actors in various successive stages of product development.”
Promarket Reforms and Firm profitability in Developing Countries (2009, background): “The theory has even been used to analyze relationships among interest groups, agencies, governments (Spiller, 1990), and entire economic systems (Aoki, 1990).”
The value of durable bank relationships: evidence from Korean banking shocks $ (2002, positive): “The advantages of relationship banking are known to be much greater in bankcentered financial systems, such as those in Germany and Japan, than in the capitalmarket-centered systems of Anglo-Saxon countries (Aoki, 1990; Hoshi et al., 1991; Kaplan, 1994; Kaplan and Minton, 1994; Kang and Shivdasani, ”
Institutional Investors and Institutional Environment: A Comparative Analysis and Review (2010, background): “For example, Japan is often characterized as having a weak debt market so firms are forced to borrow from banks, which can hold up to 40 per cent of the equity in a firm when they invest as a group (Aoki, 1990), and are viewed as informed investors (Kang et al., 2000).”
Essays on Agricultural Co-operatives; Governance Structure in Fruit and Vegetable Chains (2002, background): “88 In fact, Aoki (1990) has compared four attributes: decision-making on operational”
New human resource management practices, complementarities and the impact on innovation performance (2003, background): “However, on closer inspection—and as pointed out by Aoki (1990) in the context of product development—the use of team-work involving job rotation increases the interaction between the different key actors in various successive stages (basic conceptualisation, successive phases of detailed design,…”
Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective (2006, background): “... shop floors to teams of production workers? Comparative systems of organization of business enterprises — e.g., the evolution of the multidivisional structure in US corporations in the early 20th century, comparisons between American and Japanese business organizations, the adoption of interacti”
Corporate Governance in Emerging Economies (2005, background): “The seminal work of Aoki and his co-authors is an example of the literature that looks at alternatives to Anglo-Saxon capitalism. In a sequence of contributions (see, e.g., Aoki, 1984a, 1984b, 1988, 1992) and edited volumes (Aoki, 1984c, Aoki, Gustaffson and Williamson, 1990, Aoki and Dore, 1994 and”
Knowledge (2017, background): “The well-known description of the Japanese firm and its comparison with the American one illustrates quite well this process (Aoki, 1990; Coriat, 1991).”
The Separation of Ownership and Control in East Asian Corporations (2000, positive): “A more recent line of the literature shows, however, that some concentration of ownership exists even among the largest American corporations (Demsetz, 1983; Shleifer and Vishny, 1986; Morck et al., 1988), and that an even higher level of ownership concentration exists in other developed and…”
Bridging inter‐ and intra‐firm boundaries: management of supplier involvement in automobile product development (2001, background): “Another approach to improve coordination among engineering functions and enhance architectural knowledge is to rotate individual engineers across different types of components over time (Nonaka and Takeuchi, 1995; Aoki, 1990; Kusunoki and Numagami, 1997).”
Corporate governance and firm value: evidence from the Korean financial crisis (2004, background): “A bank-centered corporate governance system is often viewed as having advantages over the capital-market-centered system (Aoki, 1990; Hoshi, Kashyap, and Scharfstein, 1991; Kaplan, 1994; Kaplan and Minton, 1994; Kang and Shivdasani, 1995).”