Corporate Restructuring in Japan, Part I: Can M-Form Organization Manage Diverse Businesses?
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概要
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The purpose of this paper is to seek to understand the recent organizational restructuring in Japan in the framework of organizational economics, given the product/market portfolio of the firm fixed: Given a set of businesses, how does the firm organize them internally? I first summarize stylized facts on corporate diversification strategy and M-form organization of the large Japanese firm from comparative perspectives. I then analyze the problem to choosing an organizational form. I in particular argue that exactly because of its related diversification, the multi-business Japanese firm adopting the M-form finds it difficult to differentiate its diverse businesses internally.
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