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The purpose of this paper is to examine how corporate headquarters control business units, the governing of which has emerged as a vital issue as business portfolios have grown increasingly complex due to diversification, globalization, and corporate group expansion via spinoffs and mergers and acquisitions.

This study utilized questionnaire survey data from 251 firms listed on the First Section of the Tokyo Stock Exchange. The authors approached the issue of business unit governance by measuring the degree of decentralization and the intensity of monitoring, and compared the governance of internal business units with that of subsidiaries, and analyzed the impact of corporate governance characteristics on business unit governance.

Comparing in‐house business units and subsidiaries, the authors found a significant difference in their governance. The degree of decentralization toward subsidiaries was higher for strategic and personnel decision‐making. However, the complementarity of decentralization and monitoring was not observed for subsidiaries, whereas it was for in‐house business units. Subsidiary monitoring corresponding to decentralization was inadequate. Examining the relationship between corporate governance and business unit governance, the paper found that firms with reformed boards of directors and under a greater degree of pressure from capital markets monitored their business units more strictly.

The paper shows how the business portfolios and governance arrangements of Japanese firms have changed since the 1990s, and analyzes business unit governance based on valuable data obtained from a questionnaire survey.

This study sets out to explore questions such as: “Does mission statement matter? If so, in what ways?” Using data on mission statements of 128 large Japanese firms, the paper aims to show that corporate mission has a significant impact on corporate policies that determine employment, board, and financial structures.

The paper provides evidence that strong‐mission firms are more likely to retain incumbent employees, promote managers from within firms, and have less debt and a higher percentage of interlocking shareholdings than weak‐mission firms.

The evidence supports the view that strong‐mission firms value their organizational capital and thus tend to adopt policies to preserve it. It also confirms that corporate mission and its embedded policies contribute to better corporate performance. The paper suggests that the effect of explicit corporate mission and its implementation has practical impacts in corporate policies and business outcomes.

The sample is based on firms from Japan. The criteria used to discriminate between strong mission and weak mission firms need further refinement with more rigorous sub‐dimensions. In the Japanese context the percentage of inside directors is an important indication of internally promoted managers – one might argue that a measure of external pressures (e.g. law, codes, investors, etc.) might be a better one. The small number of cases and the richness of statements need a richer qualitative analysis in the future.

The empirical results provide helpful insight on the organizational behavior of Japanese firms during the long economic downturn from the 1990s to 2000s in Japan and an insight on what to do in view of the challenges facing Japanese firms.

The paper presents a model that clarifies the role of mission statement. The extensive literature review includes a diverse set of papers on the role of mission statement. The empirical results suggest how strong Japanese corporate mission, expressed in mission statements, might have impact on corporate outcomes through the formation and utilization of Monozukuri.

Outlines the characteristics of Japanese keiretsu (vertically integrated firms interlinked through industrial groups) and reviews the history of financial keiretsu and associated research. Compares the performance of Japanese and US banks 1989‐2000; and examines Japanese bank profit inefficiency by developing a mathematical model and applying it to 1992‐1999 bank data. Shows a “zig‐zag” pattern of profitability change over the period and concludes that the Japanese banking industry is “barely holding its own in profitability”. Points out the particular importance of this to the real economy in Japan and briefly considers the implications for government policy.

The growing literature on complementarities has drawn attention to how the effects of different organizational structures, practices, and institutions are interdependent. Rather than one best way of organizing, complementarities suggest that the effectiveness of one organizational element may be dependent on the presence or absence of another particular element. Consequently, organizational arrangements often display “multiple equilibria” or what is known as equifinality, whereby multiple pathways may lead to the same or similar outcomes. While being a source of theoretical innovation, the configurational nature of complementarities has posed a number of challenges. This chapter reviews the emerging literature on complementarities to identify a series of conceptual challenges related to understanding complementarities as organizational configurations, and examines the methodological challenges in studying how such elements combine to produce joint effects on performance. The chapter argues that new set-theoretic methods using Qualitative Comparative Analysis (QCA) may present a very useful methodological alternative to studying complementarities. The chapter illustrates this potential by re-analyzing past work by Aoki, Jackson, and Miyajima (2007) on relationships between ownership structure, board structure, and employment practices of listed firms in Japan to show evidence of complementarities associated with hybrid configurations that combine market and relational forms of organization.

This paper attempts to discover whether or not social networks work in the same way in different sectors of the labour market in the same society, using data from the 2008 Asian Social Survey. Labour markets in some societies are segmented; there are two segments in the labour market, namely, the core sector and the peripheral sector. The practices of each sector differs from the others. Some sectors employ CME labour markets, while others favour LME labour markets (Kanbayashi and Takenoshita, 2014). In other words, we can find both CME and LME labour market in one society.

Since Granovetter’s (1973) pioneer study, scholars are interested in investigating in what way social network influence our job searching outcomes. However, these researchers have not yet yielded consistent results. Scholars argue that the institutional context of labour market can shape the network impacts on our job search outcome (Chen, 2014; Chua, 2011).

Surprisingly, this paper finds that there is no room for the use of personal contact in the public sector in both China and Japan. But, mean status is positively related to annual income in the private companies sector in both Japan and China. The significant influences of mean status in the private sectors in both China and Japan reflect the reinforcing of existing social inequality structure. This is because as the status of contact can facilitate respondents' job attainment process, those who are already in higher social status are more likely than those who are in the bottom of the social strata, to get a better job with the help from their network members.

The above findings show us that social network can exert various impacts on people's job searching process even in the same society. This is because it is possible that the labour market are segmented. These segments have very different practices. This difference attributes to the inconsistent findings of network effects on occupational attainment process. Therefore, it is essential to locate which labour market respondents are in, and the features of this labour market. This can help us know more about the use and effectiveness of network in different types of labour markets.