Safety in Numbers: Downsizing and the Deinstitutionalization of Permanent Employment in Japan

By C. Ahmadjian, Patricia Robinson. 2001

494 citations recorded by the source corpus.

Subfields: Finance, General Health Professions, Public Administration

View Paper: https://www.semanticscholar.org/paper/ff445e27fb42189431b7202ef78cc5231eff9dd8

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Citations in the corpus

Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “In contrast, Ahmadjian and Robinson (2001), Perry and Shivdasani (2005), Yoo and Mody (2000), and Yu and Park (2006) found no significant relationships between firm size and downsizing.”
The Multiplicity of Institutional Logics and the Heterogeneity of Organizational Responses (2010, methodology): “Following Marquis (2003) and Ahmadjian and Robinson (2001), we further propose that the targeting of regional pressures will be calibrated by an organization’s visibility, as indicated by its size.”
Special Issue: Frontiers of Organization Science, Part 1 of 2: Prospects for Organization Theory in the Early Twenty-First Century: Institutional Fields and Mechanisms (2005, background): “That is, how do traditional practices change due to increases in market pressures (broadly defined)? Ahmadjian and Robinson (2001) examined the changing nature of the employment relation in Japanese firms during the 1990s.”
Stakeholders Under Pressure: Corporate Governance and Labour Management in Germany and Japan (2005, unknown): “For example, foreign ownership increases the likelihood of downsizing (Ahmadjian and Robinson, 2001).”
How Firms Shape Income Inequality: Stakeholder Power, Executive Decision Making, and the Structuring of Employment Relationships (2015, background): “…years, foreign investors – particularly UK- and US-based institutional investors – have increased their shareholdings in foreign firms, placing pressure on them to adopt and abide by US corporate governance (and employment) practices (Ahmadjian & Robinson, 2001; Fiss & Zajac, 2004; Jacoby, 2005).”
A Burden of Responsibility: The Role of Social Approval at the Onset of a Crisis (2014, background): “Over time, evaluators may become desensitized to a lower-approval organization’s behaviors, giving each successive disappointment less attention and concern (e.g., Ahmadjian & Robinson, 2001).”
CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty (2014, background): “Although these patterns have been most strongly documented in the United States, similar phenomena have also been noted in other countries (e.g., Ahmadjian & Robinson, 2001).”
Beyond the Bounded Instrumentality in Current Corporate Sustainability Research: Toward an Inclusive Notion of Profitability (2011, background): “For instance, Ahmadjian and Robinson (2001) and Fiss and Zajac (2004, 2006) provide empirical accounts of successful institutional change through corporate discursive action in the context of deinstitutionalizing hiring practices in Japan and institutionalizing shareholder value-oriented governanc”
Towards a More Dynamic Theory of Capitalist Variety (2007, background): “For example, the likelihood of Japanese firms adopting corporate governance reforms depends upon countervailing pressures from foreign owners, but also on the degree of embeddedness in past interfirm networks (Ahmadjian and Robinson, 2001).”
Change above the Glass Ceiling: Corporate Social Responsibility and Gender Diversity in Japanese Firms (2018, background): “Recruit rankings are one of the most widely publicized sources of firm reputation in Japan (Ahmadjian and Robinson, 2001: 629).”
Do Shareholders or Stakeholders Appropriate the Rents from Corporate Diversification? The Influence of Ownership Structure (2010, background): “(Ahmadjian & Robbins, 2005; Ahmadjian & Robinson, 2001) have shown that foreign transactional ownership is associated with a greater prevalence of layoffs in Japanese firms, and relational domestic owners, who viewed lifetime employment as legitimate and appropriate, helped curtail this effect.”
Outside directors and firm performance during institutional transitions (2004, background): “Overall, appointing outside directors seems to be less driven by the regulative and cognitive 'pillars' of institutionalization and largely propelled by the normative 'pillar' (Ahmadjian and Robinson, 2001: 628).”