By Hidemasa Morikawa

ISBN-10: 0195131657

ISBN-13: 9780195131659

ISBN-10: 0195302257

ISBN-13: 9780195302257

This e-book analyzes the pinnacle administration of best eastern organisations. Drawing at the paintings of Alfred Chandler, Morikawa demonstrates the variation among family-owned businesses and professionally controlled firms.

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Additional info for A History of Top Management in Japan: Managerial Enterprises and Family Enterprises

Sample text

In fact, when an heir created problems through Transition from Family to Managerial Enterprise 21 either bad behavior or general incompetence, the right to inherit the business was stripped from him, a process formally known as disherision. According to Dr. Matao Miyamoto, merchant families in the Edo era were entities that shared many of the same characteristics as a juridical person. 2 On this point, however, my own views do not match those of Miyamoto. I believe that there are two issues here that need to be separated and discussed on different levels: the issue of one individual’s value in a family versus the welfare of the whole clan, and the issue of how management responsibility gets transferred to employees from outside the family.

This phenomenon has been called the Buddenbrooks effect, a term suggested by L. 8 Yet even if those destined to succeed to the family business rein in their desires for freedom away from the family, they are often unsuccessful because their spoiled youth makes them mentally or psychologically unfit to be a top manager. Transition from Family to Managerial Enterprise 27 They may be arrogant. They may be narrow-minded. They may have grown up only with privileged friends like themselves and know little of “real” people and the real world outside the ivory tower.

They may be narrow-minded. They may have grown up only with privileged friends like themselves and know little of “real” people and the real world outside the ivory tower. Once again, the potential for failure is enormous. Yet, the above scenarios do not spell certain gloom. Often the still-wet-behind-the-ears successors may be given effective family support, and such assistance usually increases the chances that the family enterprise can continue on the course of self-preservation, growth, and development.

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A History of Top Management in Japan: Managerial Enterprises and Family Enterprises by Hidemasa Morikawa

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