COVID-19 and Japanese shareholder activism: brief respite for Japan’s self-healing concrete

Toru Yoshikawa () and Gavin Chua
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Toru Yoshikawa: Singapore Management University
Gavin Chua: Singapore Management University

Asian Business & Management, 2020, vol. 19, issue 3, No 4, 302-305

Abstract: Abstract Extrapolating from modern international understanding of corporate Japan’s distinct form of managerial capitalism, we elaborate on the growing momentum of shareholder activism in Japan leading up to the COVID-19 health crisis, so as to inform the subsequent discussion on the relevant primary considerations that belie the future direction of shareholder activism in Japan post-COVID-19. On an initial logical extrapolation, it appears probable that COVID-19 could mark the peak of Japanese activism. However, it is crucial to acknowledge that the success of Japan’s managerial capitalism have also declined, which poses a question on to which direction Japanese corporate governance may be shifting. Finally, we point out how corporate Japan’s impeding market developments will provide a useful case-study for global financial discourse.

Keywords: Japanese firms; Shareholder activism; Corporate governance; Stakeholder model; COVID-19 (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (4)

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DOI: 10.1057/s41291-020-00122-2

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