The purpose of this book is to study an unexplored area of
corporate governance. The authors examine whether the corporate
governance system can be affected by organizational culture, leader
culture, and the operations management system in general. In
addition, they study how a specific corporate governance system can
affect the organizational culture and operations management system
and create a different type of leader culture. This is an in-depth
study of Japanese multinational companies and a comparison of their
corporate governance system at home (in Japan) and in host
countries like Britain, India, and Thailand.The authors conducted a
series of in-depth interviews with the senior executives of major
Japanese multinational companies to construct quantitative models
for Japan, Thailand and India, and to analyze the aforementioned
propositions.
General
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