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By Hidemasa Morikawa

This e-book analyzes the head administration of prime jap corporations. Drawing at the paintings of Alfred Chandler, Morikawa demonstrates the adaptation among family-owned enterprises and professionally controlled firms.

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

Example text

Although it’s difficult to find such people even in a large labor pool such as that of salaried managers, finding such people in a founder’s family is an even greater challenge. Of the three categories of qualities that we’ve defined as requisite for top managers, it’s possible that some family members may have qualities (1) and (2), even if they may lack sufficient information or on-the-job experience. The qualities in category (3) are the most difficult to foster among members of a founder’s family.

With this arrangement, four of the seven positions on the Executive Committee, including CEO, were occupied by the du Pont family and the rest were occupied by salaried managers. The three salaried managers were Hamilton Barksdale, Dynamite Department manager; J. 18 By around 1910, the position of CEO was separated from the Executive Committee and a new system was established, one in which the CEO was selected from the du Pont family and most Executive Committee members were selected from among the salaried managers.

Although these rules, or customs, are not particular to Japan, I would like to use some Japanese examples to help expand our analysis and understanding. In the family precepts of merchants in the Edo era, which were widely introduced by Matao Miyamoto and others, there were a number of stipulations that prohibited family businesses from being treated as the private property of their owners. For example, the Konoike family had precepts stipulating that any family heir must observe the family precepts until the transfer of the enterprise to the next legitimate child.

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