The evolution of corporate governance in Japan: the case of vertical Keiretsu groups

Nabyla Daidj ()
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Nabyla Daidj: IMT-BS - MMS - Département Management, Marketing et Stratégie - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], CEMANTIC - Centre d'Études et de recherches en Management et TIC - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris]

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Abstract: This chapter analyses the evolution of corporate governance and ownership of keiretsu focusing on vertical manufacturing keiretsu and highlighting structural changes affecting governance modes. Since the end of the 1990s, vertical keiretsu have undergone restructuring plans designed to better prepare them to face the competition especially in the automobile industry. Foreign direct investment (FDI) has increased, foreign companies made acquisitions of large stakes in keiretsu such as Nissan, Mitsubishi Motors.

Keywords: Networks; Corporate governance; CSR; Keiretsu (search for similar items in EconPapers)
Date: 2009
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Published in Güler Aras; David Crowther. Global perspectives on corporate governance and CSR, Gower, pp.73-106, 2009, Corporate social responsibility series, 978-0-566-08830-8. ⟨10.4324/9781315584959⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00441736

DOI: 10.4324/9781315584959

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