Business Portfolio Restructuring of Japanese Firms in the 1990s: Entry and Exit Analysis

Tatsuya Kikutani, Hideshi Itoh, Osamu Hayashida

Research output: Chapter in Book/Report/Conference proceedingChapter

5 Citations (Scopus)

Abstract

This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.

Original languageEnglish
Title of host publicationCorporate Governance in Japan
Subtitle of host publicationInstitutional Change and Organizational Diversity
PublisherOxford University Press
ISBN (Electronic)9780191713705
ISBN (Print)9780199284511
DOIs
Publication statusPublished - 2007 Sep 1
Externally publishedYes

Fingerprint

Japanese firms
Entry and exit
Business groups
Diversification
Subsidiaries

Keywords

  • Business groups
  • Business strategy
  • Diversification
  • Divestment
  • Industrial organization
  • Japanese economy
  • Keiretsu

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)

Cite this

Kikutani, T., Itoh, H., & Hayashida, O. (2007). Business Portfolio Restructuring of Japanese Firms in the 1990s: Entry and Exit Analysis. In Corporate Governance in Japan: Institutional Change and Organizational Diversity Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199284511.003.0008

Business Portfolio Restructuring of Japanese Firms in the 1990s : Entry and Exit Analysis. / Kikutani, Tatsuya; Itoh, Hideshi; Hayashida, Osamu.

Corporate Governance in Japan: Institutional Change and Organizational Diversity. Oxford University Press, 2007.

Research output: Chapter in Book/Report/Conference proceedingChapter

Kikutani, T, Itoh, H & Hayashida, O 2007, Business Portfolio Restructuring of Japanese Firms in the 1990s: Entry and Exit Analysis. in Corporate Governance in Japan: Institutional Change and Organizational Diversity. Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199284511.003.0008
Kikutani T, Itoh H, Hayashida O. Business Portfolio Restructuring of Japanese Firms in the 1990s: Entry and Exit Analysis. In Corporate Governance in Japan: Institutional Change and Organizational Diversity. Oxford University Press. 2007 https://doi.org/10.1093/acprof:oso/9780199284511.003.0008
Kikutani, Tatsuya ; Itoh, Hideshi ; Hayashida, Osamu. / Business Portfolio Restructuring of Japanese Firms in the 1990s : Entry and Exit Analysis. Corporate Governance in Japan: Institutional Change and Organizational Diversity. Oxford University Press, 2007.
@inbook{3973660a475140e392147d1323a846ae,
title = "Business Portfolio Restructuring of Japanese Firms in the 1990s: Entry and Exit Analysis",
abstract = "This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.",
keywords = "Business groups, Business strategy, Diversification, Divestment, Industrial organization, Japanese economy, Keiretsu",
author = "Tatsuya Kikutani and Hideshi Itoh and Osamu Hayashida",
year = "2007",
month = "9",
day = "1",
doi = "10.1093/acprof:oso/9780199284511.003.0008",
language = "English",
isbn = "9780199284511",
booktitle = "Corporate Governance in Japan",
publisher = "Oxford University Press",

}

TY - CHAP

T1 - Business Portfolio Restructuring of Japanese Firms in the 1990s

T2 - Entry and Exit Analysis

AU - Kikutani, Tatsuya

AU - Itoh, Hideshi

AU - Hayashida, Osamu

PY - 2007/9/1

Y1 - 2007/9/1

N2 - This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.

AB - This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.

KW - Business groups

KW - Business strategy

KW - Diversification

KW - Divestment

KW - Industrial organization

KW - Japanese economy

KW - Keiretsu

UR - http://www.scopus.com/inward/record.url?scp=84920083712&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84920083712&partnerID=8YFLogxK

U2 - 10.1093/acprof:oso/9780199284511.003.0008

DO - 10.1093/acprof:oso/9780199284511.003.0008

M3 - Chapter

AN - SCOPUS:84920083712

SN - 9780199284511

BT - Corporate Governance in Japan

PB - Oxford University Press

ER -