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My interest in public administration as a discipline was sparked by Dr Joseph P.L. Jiang, who was a student of the late Professor Fred W. Riggs at Indiana University, in 1968 when I took his course in public administration during my final year at the Department of Political Science, University of Singapore. I also remember fondly my first meeting with Professor Riggs during the same year when he gave a guest lecture in Dr Jiang's course (Quah, 2008d). I met Fred again many years later at various international conferences but I remember fondly our meetings in Chiangmai in June 1993 and in Honolulu in June 1996. I have also remained in touch with Dr Jiang after his return to Taipei.

Building on the institutional theory perspective on corporate governance change and based on interviews with investor relations (IR) managers in large Japanese companies, this study aims to examine Japanese IR managers’ perceptions of the influence of foreign shareholders on Japan’s corporate governance reform and stakeholder-based system. The paper examines tensions, conflicts and collaborations among different stakeholders involved in corporate governance changes in Japan, especially in the areas of firm ownership, employment relations and boards of directors. The paper explains why convergence does not happen in some large Japanese companies by investigating Japanese managers’ responses to and perceptions of foreign shareholders in multiple corporate contexts.

The author conducted in-depth interviews with ten IR managers at large, listed Japanese companies in Kyoto and Tokyo and two managers at foreign investment banks in Tokyo, between 2018 and 2021.

This paper explores five themes that emerged from my interviews: Chief executive officers’ (CEOs’) mixed perceptions of foreign investors, the effectiveness of CEO compensation and outside directors, managers’ reluctance to accept stock price-driven business strategies, foreign investors’ engagement vs investments in index funds and gender patterns, including the effectiveness of token female outside directors. The Japanese companies the author looked at incorporated foreign shareholders as consultants and adopted a few major shareholder-based customs, such as CEOs communicating with investors, having outside directors, increasing CEO compensation and slimming down unprofitable parts of the business via restructuring and downsizing. Simultaneously, they resisted a few major shareholder-based practices. Foreign shareholders’ pressure revealed tensions and contradictions between the Japanese stakeholder system and shareholder primacy-based customs.

This paper is one of the few qualitative studies that explores Japanese IR managers’ responses to and perceptions of foreign shareholders in corporate governance reform, with a particular focus on ownership, employment relations and board members. This paper provides examples of tension, conflict and cooperation between Japanese managers and foreign investors, as seen through the eyes of Japanese IR managers. Examining changes in Japan’s stakeholder-based system of corporate governance reform enables us to better understand the processes by which, with vigorous pressure from government and foreign shareholders, a non-western country like Japan may adopt shareholder-based customs and how such a change may also lead to institutional changes.

Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict management and whether observed differences are linked to cultural attitudes.

A questionnaire assessed conflict management practices and cultural attitudes of managers from four nations with considerable historical, geographical, and economic differences. ANOVA and ANCOVA were used to test hypotheses about groups differences in preference for three conflict management styles – competing integrating, and avoiding – controlling for differences in demographics and cultural attitudes.

Statistically significant differences were found on all three of the conflict management styles, although the hypotheses were only partly supported. Controlling for differences in demographics and cultural attitudes had little impact on the main findings. Some similarities among the nationalities were found: “integrating” was the most preferred style, and showed the least variation, among the groups. However, there was less similarity among the nationalities regarding “competing” and “avoiding”.

Since the hypotheses – based largely on national culture differences among the nationalities – were only partly supported, future research should attempt to identify variables that better explain differences among nationalities in conflict management style.

The information on conflict management style preferences in these four nations will be valuable to those wishing to do business there. Further, refuting the common assumption of cultural homogeneity among Asians will better prepare Westerners for doing business elsewhere in Asia.

This paper demonstrates that national differences in conflict management style were not based on demographic differences in the sample or differences in cultural attitudes.

This study investigates the gap between financial accounting income and taxable income (i.e. book‐tax difference) and the value relevance of corporate taxable income in providing information on the quality of reported earnings for Malaysian listed firms during the tax years 2000 to 2004. The large gap between the financial accounting income and taxable income resulting from tax planning activities is reflected in firms’ effective tax rates (ETRs), a proxy for firms’ actual tax burdens. Thus, lower ETRs indicate high tax planning activities undertaken by the sample firms, and vice‐versa for firms with higher ETRs. This study uses a tax‐based earnings quality indicator, that is, the ratio of after‐tax taxable income to reported income (ATTI) to investigate the quality of corporate earnings. The study provides empirical evidence that firms report higher financial accounting income to shareholders and lower taxable income to tax authorities during the years 2000 to 2004. The significant and positive relation statistical results between firms’ after‐tax taxable income (ATTI) and market value of equity provided indicate the value relevance of taxable income as both an earnings quality indicator and a performance measure. Thus, the empirical results suggest investors appear to fully comprehend the quality‐related information in taxable income. This study concludes that first, tax planning activities contribute to a large gap between financial accounting income and taxable income; and second, taxable income contains useful information on the quality of reported earnings.

This study aims to investigate the extent to which franchisees are satisfied with the attainment of their personal goals in business. Although franchising continues to be exploited in the business sector, research and studies of franchising were scarcely mentioned in the organizational literature. Obviously, franchising as a body of knowledge has been studied mostly from the franchisor’s perspective than on franchisees. Within franchisee literature, studies on people’s motivation to become a franchisee have received some attention and provided little understanding, but no study has ever measured to what extent franchisees are satisfied with their personal goals in the business.

To investigate the hypotheses, a positivist approach is chosen as the philosophical foundation of this study, and all methodological aspects related with this approach are used in this study. A total of 204 franchisee entrepreneurs in Malaysia were surveyed and answered self-administered questionnaires.

In general, statistical analysis suggests franchisees were satisfied with their goals attainments. However, further analysis shows that franchisees were mostly satisfied with intrinsic rewards goals, followed by perceived autonomy goals and family concern goals. Surprisingly, franchisees have less satisfaction with economic gain goals comparatively with other goals. Moreover, based on the conceptual analysis and empirical evidence, hierarchy of economic goals and hierarchy of family goals are discovered. Besides, this study does suggest that franchisees’ sustainability in the business may be affected by attainment of their personal goals.

This paper studies franchising from a franchisee’s perspective and from a non-Western perspective. It investigates whether franchisee entrepreneurs share similar goals compared with other types of entrepreneurs and to what extent franchisees are satisfied with their personal goal attainment in the business.

This article presents the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand. The national characteristics of Japan and Thailand based on Hofstede's conceptual framework, Japanese human resource management approaches and the specific Japanese business practices and social concepts were analyzed. Possible conflicts between the Japanese management and Thai staff based on the different perceptions of the Japanese management style were assessed. Data were collected from ten Japanese manufacturers using a sample of 100 employees (50 Japanese managers and 50 Thai subordinates from the same group of companies). The results shows an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.

Japan is characterized by its businesses older than 100 years, commonly known as shinise (老舗) – long-standing companies – which tend to be family businesses. Longevity in Japanese family businesses has been attributed, among other factors, to the system of the ie, or patrilineal household line. This chapter follows a sociocultural perspective and uses documental and media textual analysis to identify the cultural and structural attributes and the strategies that shinise have implemented when facing new and intimidating economic, political, and social circumstances under extreme contexts such as wars, structural changes, and national catastrophes and crises while protecting the family structure behind the firm. It is found that, for these firms, the ie comes first than individuals, and so does talent over lineage. The relevance of someone who shares the values that resonate with those of the business is imperative, but also that the leader has a resilient character and an innovative and proactive mind, and understands that his/her major purpose should be protecting the firm and securing its continuity.

The purpose of this paper is to examine the factors that motivate Korean baseball fans to support Korean Major League Baseball (MLB) players and to identify the effects of the motivations on identification and behavioral loyalty.

Data were collected using a self-administered questionnaire at three Korean universities. A model was designed to see which three motivations (commitment to Korean baseball, interests in MLB and ethnic identity) affect loyalty behaviors to support Korean MLB players. In the model, the mediating effect of player identification is set to the relation between the three motivations and behavioral loyalty. The moderating effect of team identification is also set to the relation between player identification and behavioral loyalty. Collected data (n=294) were first analyzed via confirmatory factor analysis to ascertain the factor structure of the study model. Then, the study performed a structural equation modeling which finds the magnitude and significance of each causal path among designed factors.

All the effects were found to be significantly positive except team identification whose moderating effect was not significant. Interests in MLB had the greatest impact on the fan’s player identification followed by commitment to the Korean baseball league and their ethnic identity. It was also found that the influence of player identification was positive on behavioral loyalty.

This work can help MLB expand their fan base internationally, especially in Asian countries.

This paper examines the relationships between: (1) motives for internalization of a quality system, (2) the internalization of a quality system and (3) customer results, employee results and social results in public organizations by means of replication research

First, the work applies a quantitative study to test hypotheses using structural equations based on the Partial Least Squares (PLS) approach. Then, a qualitative study is carried out to support the quantitative results obtained

Results show that internal and external motives affect internalization, and that the most important issues for internalization are commitment, communication, training, recognition and follow-up. In addition, continuous improvement is key in order to enhance customer results, employee results and social results

The contribution of this work is that it provides empirical support to prior research on internalization focused on manufacturing and service organizations, and extends these results to the case of public organizations

Este trabajo analiza la relación entre: a) los motivos para interiorizar un sistema de calidad, b) la interiorización de un sistema de calidad y c) los resultados de clientes, empleados y sociedad en organizaciones públicas, a través de un estudio que replica los análisis previos sobre interiorización realizados en organizaciones manufactureras y de servicios.

Interiorización de la calidad en organizaciones públicasPara conseguir este objetivo se realiza primero un estudio cuantitativo para comprobar las hipótesis a través de un análisis de ecuaciones estructurales desde el enfoque Partial Least Squares (PLS). Posteriormente se realiza otro estudio cualitativo para apoyar los resultados cuantitativos obtenidos.

Los resultados muestran que los motivos internos y externos influyen en la interiorización y que los aspectos más importantes para interiorizar un sistema de calidad son la implicación, la comunicación, la formación, el reconocimiento y el seguimiento interno. Además, la mejora continua es clave para mejorar los resultados de clientes, empleados y sociedad.

La contribución del trabajo es que proporciona apoyo empírico a los resultados de trabajos previos sobre interiorización centrados en organizaciones manufactureras y de servicios y extiende estos resultados al caso de organizaciones públicas.