|Comparative corporate governance in East Asia (particularly Japan, South Korea and China) |
Systems of capitalism
Japanese business and management
|Christina Ahmadjian is a professor at Hitotsubashi University's Graduate School of Commerce and Management. She was a professor at the University’s Graduate School of International Corporate Strategy (ICS) until March in 2012. Prior to joining Hitotsubashi University as an Associate Professor in 2001, she was an Assistant Professor at Columbia Business School. Her business experience includes management consulting with Bain & Company as well as positions with Mitsubishi Electric and Shearson Lehman Brothers Tokyo.|
|Current research projects|
|Professor Ahmadjian’s research focuses on corporate governance in Japanese and Asian firms. Her research addresses two specific aspects of corporate governance: structures of boards of directors, and interorganizational relationships. Current papers in process include: 1) changes in buyer supplier relationships in the Japanese automotive industry since the “Ghosn shock” 2) the diffusion of the corporate executive officer system among Japanese firms 3) the structure of ownership networks in Japan, Taiwan and Korea 4) the politics of corporate governance reform in Japan and Korea. Another research project addresses the development of a new industry, and implications for innovation and product diversity, through a study of the Japanese craft beer industry. |
This research is grounded in institutional theory, and much of it focuses on how institutional logics affect firm behavior, ranging from the adoption of new practices, to breakage of long-standing relational ties, to creation of identity in new industries. Much of this research examines the effects of the clash between institutional logics of Anglo-American and Japanese capitalism.
Research on the Japanese automotive industry looks at the influence of Carlos Ghosn’s decision at Nissan to discontinue its relationship with many parts suppliers, and how this affected buyer-supplier relationships in other auto manufacturers. It finds that Nissan’s behavior influenced a shift in behavior of auto buyers towards their suppliers, from a relational to a competitive logic. The research on the adoption of the executive officer system looks at how Japanese companies adopted and reshaped an Anglo-American practice to their own needs, using the logic of US capitalism to justify difficult organizational changes. Research on the politics of corporate governance reform in Japan and Korea examine how the Japanese and Korean companies, investors, and the government reframed Anglo-American corporate governance, adopting it to fit their own purpose. It shows that the same institutional logic of Anglo-American corporate governance was interpreted and reframed to fit with local circumstances.