Business Group Management in Japan

The following sections are included:

• Japan Society of Organization and Accounting

• Editorial Board

• Contents

• Preface

• About the Volume Editor

• List of Contributors

The following sections are included:

• Introduction

• The Role of Group Headquarters and Three Types of Group Management
  • The importance of "management of dispersion and unification"
  • The three types of group management and the roles of the group headquarters
  • Functions of the group headquarters

• Group Management and Management Accounting Information
  • Group performance accounting
  • Characteristics of performance accounting information that are useful for group management

• Example of Using a Performance Evaluation System for Group Management

• Using Management Accounting Information to Generate Synergies

• Summary and Conclusions

• References

The following sections are included:

• Introduction

• Significance and the Purpose of the Study

• The Meaning and the Purpose of a Pure HD System

• Organizational Restructuring
  • The pattern of organizational restructuring
  • The purpose of organizational restructuring

• The Result of Field Study of Pure HD System
  • Portfolio type
  • Restructuring type
  • Hybrid type

• Organizational Structure of Pure HD, and Relation of Authority
  • The layered organizational structure
  • Going public of a core business subsidiary, and the conglomerate discount
  • Dividend policies to holding company and subsidiary's earning retention place
  • Division of profits into stakeholders

• Summary and Future Tasks

• References

The following sections are included:

• Introduction

• The Effects of M&A

• The Outline of the Verification Method and Questionnaire

• Creation of Analytic Models

• Characteristics of the Relationship Between Cost Reduction, Performance, and Financial Indicators in M&A

• Amended Model

• The Result of Verification

• Conclusion

• References

• Appendix 1

The following sections are included:

• Introduction

• Financial Difficulties and Restructuring at Nissan Motor Company

• Corporate Governance and MBOs

• Vantec, a Logistics Company

• Zero, An Automobile Carrier

• Endnotes

• References

The following sections are included:

• Introduction

• A Change in the Purpose of Outsourcing
  • Outsourcing for speed and value added
  • Introduction of new services through outsourcing

• The Organization and Risk Reduction
  • Source of the competition's predominance turns from tangible assets to knowledge assets
  • Reduction in capital investments
  • Streamlining the administrative body

• Essentials of Strategic Outsourcing
  • Construction of the core competence
  • Value creation outsourcing
  • Source of the competition's predominance: from a thing to a person

• Issues of Quality in Outsourcing
  • Quality becomes the black box
  • Customer satisfaction shifts from cost to quality

• Outsourcing is Not a Panacea

• Total Optimization Rather Than Partial Optimization is Important

• Summaries

• Further Readings

The following sections are included:

• Research Purpose: How Can the Purchase Price of M&A Function as Incentive to Merger?

• Sources and Result of Synergy Effect: Innovation for Supply and Demand Balancing by M&A

• Control-Premium

• Allocation of Synergy Effect Based on the Purchase Price and Acquisition Premium

• Calculation Method of Merger Ratio
  • Process of acquisition
  • Calculation method of merger ratio

• Role of Stock Price in Calculating the Merger Ratio

• Formula for Synergy Effect Allocation and Determination of Acquisition Price

• Market Transaction and Intra-Organizational Transaction for M&A
  • M&A through market transaction
  • M&A through intra-organizational transaction

• Condition for Realizing M&A Agreement Under the Theory of Cooperative Game

• Conclusion: Other Factors in the Real World

• Endnotes

• References

The following sections are included:

• Introduction

• Differences between Institutional Consolidated Accounting Information and Consolidated Accounting Information for Business Group Management
  • Scope of consolidation
  • Types of consolidated accounting information

• Information on Consolidated Accounting that is Indispensable for Business Group Management
  • Consolidated financial statements by business
  • Performance evaluation index

• Case Study: Canon Inc.
  • Adoption of the consolidated divisional organization
  • Performance determination system for each consolidated operational headquarters

• Conclusion

• References

The following sections are included:

• Introduction

• Organizational Innovation and the Management Approach

• Measuring the Entire WACC

• Measuring the WACC of Each Business Segment

• The First Method of Measuring Each Segment's Economic Profit

• The Second Method for Measuring Each Segment's Economic Profit

• Conclusion

• References

The following sections are included:

• Introduction

• Literature Review
  • The SCOR-model
  • Inter-firm cost management
  • Time-driven activity-based costing

• Managing Supply Chain Opportunism
  • Opportunism in supply chains
  • Controlling supply chain opportunism

• Effects of Management Accounting on Goal Congruence in Supply Chains

• Effects of ABC on Supply Chain Integration

• Using the BSC System to Promote Goal Congruence

• Revenue Sharing in Supply Chains
  • Precedence in studies
  • Revenue sharing based on ABC

• Concluding Remarks

• Endnotes

• References

The following sections are included:

• Introduction

• Framework: Production Quantity Budget and Sales Quantity Budget in Toyota

• Example Relating to Production Quantity Budget and Order Quantity Budget

• Management of Toyota's Distributors in Japan
  • Business structure that enables tight control
    • Monopoly system
    • Franchise system
    • One region, one distributor system
  • Control of distributors through incentives
    • Sales incentive
    • Product allocation policy

• Summary

• Acknowledgments

• Endnotes

• References

The following sections are included:

• Introduction

• Convenience-Store Royalties
  • Mechanism of the franchise system
  • The bases of the royalty calculation

• Sales Cost and Amount of Loss
  • Relationship between the cost of goods sold and the amount of loss
  • Dissatisfaction of franchisees with the accounting treatment of the amount of loss

• Gross-Profit Sharing System for Convenience Stores
  • Interpretation of the gross-profit sharing system
  • Role of the franchisee

• Disposal Loss and Risk Sharing
  • Optimum sharing of disposal loss
  • Risk sharing of disposal loss

• Conclusion

• References

The following sections are included:

• Introduction

• Conceptual Framework and Literature Review
  • Transaction characteristics
  • Relational characteristics
  • Control characteristics
  • Research model and expectations

• Research Method
  • Sample
  • Variable measurement

• Results and Discussion

• Concluding Remarks

• Acknowledgement

• References

The following sections are included:

• Introduction

• Actual State of Inter-Firm Cooperation

• Relationship between Inter-Firm Cooperation and Performance

• Conclusion

• References

The following sections are included:

• The Purpose of This Paper

• Comparison of the Incentive Price and the Price for Supply and Demand Equilibrium: Numerical Examples
  • Problem setting
  • "Supply and demand equilibrium price" when the resource demand exceeds its supply
  • "Incentive price" when the resource demand exceeds the resource supply
  • "Supply and demand equilibrium price" when the resource supply exceeds its demand
  • "Incentive price" when the resource supply exceeds the resource demand

• Problem of the Supply–Demand Equilibrium Price: Redundant Decentralized Decisions
  • Opportunity cost of the constrained resource and the transfer price
  • "Shadow price" as the opportunity cost

• Conclusion: Long-Term Contribution to Realize the Synergy Effect
  • Merits of incentive pricing
  • Forming the socially optimal organizational structure through the incentive price

• Endnotes

• References

The following sections are included:

• Introduction

• Brief Overview of Population-Level Learning
  • Routine-based learning theory
  • Competency traps and the exploration–exploitation problem
  • Framework of population-level learning
  • Research implication of population-level learning

• Collective Strategy and Population-Level Learning
  • Brief overview of collective strategy
  • Control of population-level learning

• A Case of Population-Level Learning in Japan
  • Flexibility of fixed transaction relationships
  • Collective strategies related to growth of local industry

• Discussion

• References

The following sections are included:

• Characteristics of Empowered Organizations Observed in Japanese Companies

• Importance of Organizational Learning in Empowered Organizations
  • Significance of organizational learning
  • Change in the process of organizational routine formation
  • Two-step model for organizational learning

• Cases of Empowered Organization
  • The Toyota production system of Toyota
  • The on-premise ordering system of Seven-Eleven Japan

• Change in the Role of the Management Control System
  • Traditional role of MCS
  • Roles of MCS in an empowered organization

• References

The following sections are included:

• Index