TY  - CHAP
AB  - This paper questions the issue of the dynamics of corporate governance in Japan using a conceptual framework adapted from North’s theory of institutional change. National systems of corporate governance can indeed be considered a particular case of institutions. We thus suggest transposing North’s propositions about institutional change to national systems of corporate governance. As an illustration for our propositions, we choose to use a case study: the so-called Sogo crisis. The Sogo group is a Japanese chain of department stores, which has encountered financial problems in the late 1990s. The handling of those difficulties by the firm’s main stakeholders highlights both the recent changes in the Japanese system of corporate governance and the resistance opposed to them.
VL  - 17
SN  - 978-0-76231-157-6, 978-1-84950-309-9/1571-5027
DO  - 10.1016/S0747-7929(04)17002-9
UR  - https://doi.org/10.1016/S0747-7929(04)17002-9
AU  - Pochet Christine
ED  - Tom Roehl
ED  - Allan Bird
PY  - 2004
Y1  - 2004/01/01
TI  - LEARNING PROCESS AND THE DYNAMICS OF CORPORATE GOVERNANCE SYSTEMS: THE CASE OF JAPAN
T2  - Japanese Firms in Transition: Responding to the Globalization Challenge
T3  - Advances in International Management
PB  - Emerald Group Publishing Limited
SP  - 31
EP  - 60
Y2  - 2024/04/25
ER  -