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The genealogical structure of Japanese firms: Parent‐subsidiary relationships

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  • Kiyohiko Ito
  • Elizabeth L. Rose

Abstract

We analyze the genealogical structure of large Japanese firms, with particular emphasis on the relationship between parent firms and spinoff subsidiaries. The wide use of spinoffs and subsidiaries in Japan provides for flexible organizational mutations that appear to facilitate increased competitiveness and offer the opportunity to obtain benefits through a deliberate separation of core competencies. We discuss a conceptual framework for the spinoff arrangement, the results of an exploratory empirical analysis of the relationship between parent and subsidiary organizations, and implications of the use of this organizational structure. We suggest the importance of a consideration of the genealogical aspects of large Japanese firms in strategy research.

Suggested Citation

  • Kiyohiko Ito & Elizabeth L. Rose, 1994. "The genealogical structure of Japanese firms: Parent‐subsidiary relationships," Strategic Management Journal, Wiley Blackwell, vol. 15(S2), pages 35-51, June.
    • Handle: RePEc:bla:stratm:v:15:y:1994:i:s2:p:35-51
    DOI: 10.1002/smj.4250151004
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    Cited by:

    1. Jennifer Oetzel & Chang Hoon Oh, 2019. "Melting pot or tribe? Country-level ethnic diversity and its effect on subsidiaries," Journal of International Business Policy, Palgrave Macmillan, vol. 2(1), pages 37-61, March.
    2. Hideaki Sakawa & Naoki Watanabel, 0. "IPO underpricing and ownership monitoring in Japan," Asian Business & Management, Palgrave Macmillan, vol. 0, pages 1-24.
    3. Hisako Matsuo, 2012. "Transfer of Japanese Human Resource Management to US Subsidiaries: Resource Dependence Theory and Institutionalism," International Journal of Business and Social Research, LAR Center Press, vol. 2(6), pages 34-46, November.

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