Comparing corporate governance practices and exit decisions between US and Japanese firms

Kathryn Harrigan ()

Journal of Management & Governance, 2014, vol. 18, issue 4, 975-988

Abstract: This study examines how widespread the similarities between US and Japanese corporate governance practices have become. Results suggest that, in spite of convergence in many areas of business practices, Japanese board structures and governance practices still differ greatly from those in the United States—particularly in Securities and Exchange Commission-mandated reforms such as independent audit and compensation committees. Our results suggest that corporate governance differences between Japanese and US firms may be driven, in part, by differences in directors’ recognition of investors’ performance expectations. In particular, results indicate that the exit barriers related to employment influence decision-making for Japanese directors more strongly than they affect US directors’ decisions. Board independence—particularly with respect to audit and compensation committee membership—reduces the height of perceived exit barriers. Results suggest that, in spite of convergence in many areas of business practices, Japanese board structures and governance practices still differ greatly from those in the United States although it does not conclude that the transition is necessarily desirable. Copyright Springer Science+Business Media New York 2014

Keywords: Divestiture; Downsizing; Exit barriers; Board independence; Japanese boards; Committees of the Board (search for similar items in EconPapers)
Date: 2014
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DOI: 10.1007/s10997-012-9249-y

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