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Why do organizations form groups? C...

Watanabe, Yasuo.

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Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998./
作者:	Watanabe, Yasuo.
面頁冊數:	396 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-10, Section: A, page: 3863.
Contained By:	Dissertation Abstracts International64-10A.
標題:	Sociology, Industrial and Labor Relations. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3110181

Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998.
Watanabe, Yasuo.

Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998. - 396 p.

Source: Dissertation Abstracts International, Volume: 64-10, Section: A, page: 3863.

Thesis (Ph.D.)--Columbia University, 2004.

The purpose of group formation by business firms has been assumed to be mainly an economic benefit. However, some quantitative researchers of Japanese business groups have suggested a negative correlation between group membership and firms' profits. They have wondered why business firms maintained the costly membership of a group but they have not specified the reason. This dissertation identifies the possible non-economic purposes of group formation by reviewing past studies of Japanese business groups. Also, major contemporary organization theories are sorted out to make a conceptual map in order to quantitatively examine non-economic goal-seeking behaviors as well as economic one. Although it has been another well-known fact that Japanese business groups have consisted of two types of network, the structural difference between them has not been paid enough attention to by researchers. Applying the techniques of network analysis and regression analysis to data on a total of 2,972 large Japanese firms over a 22-year period (i.e., 371.5 firms on average at each of eight points of year), this dissertation demonstrates the correspondence between network structures and the goal-pursuing behaviors of firms.Subjects--Topical Terms:

1017858
Sociology, Industrial and Labor Relations.

Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998.
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100 1 $a Watanabe, Yasuo. $3 1948878
245 1 0 $a Why do organizations form groups? Complex structure and behaviors of Japanese business groups from 1977 to 1998.
300 $a 396 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-10, Section: A, page: 3863.
500 $a Sponsor: Harrison C. White.
502 $a Thesis (Ph.D.)--Columbia University, 2004.
520 $a The purpose of group formation by business firms has been assumed to be mainly an economic benefit. However, some quantitative researchers of Japanese business groups have suggested a negative correlation between group membership and firms' profits. They have wondered why business firms maintained the costly membership of a group but they have not specified the reason. This dissertation identifies the possible non-economic purposes of group formation by reviewing past studies of Japanese business groups. Also, major contemporary organization theories are sorted out to make a conceptual map in order to quantitatively examine non-economic goal-seeking behaviors as well as economic one. Although it has been another well-known fact that Japanese business groups have consisted of two types of network, the structural difference between them has not been paid enough attention to by researchers. Applying the techniques of network analysis and regression analysis to data on a total of 2,972 large Japanese firms over a 22-year period (i.e., 371.5 firms on average at each of eight points of year), this dissertation demonstrates the correspondence between network structures and the goal-pursuing behaviors of firms.
520 $a Corporate Complexes (i.e., the largest six cross-industrial corporate networks with a circle pattern of bilateral equity ties) had a significantly positive effect on member firms' status-oriented behavior (i.e., social behavior quantified by popularity votes by graduating students on the job-market) as well as on firms' technology-oriented behavior (i.e., technological behavior scaled by a firm's research and development expenditure). However, the effect on firms' efficiency-oriented behavior (i.e., economic behavior measured by a firm's net profit) was not confirmed with the same dataset. Meanwhile, Corporate Groups (i.e., the seven corporate networks in the automobile industry with a tree or star pattern of unilateral equity ties) had a positive effect on member firms' economic behavior as well as a negative effect on member firm's technological behavior. In the case of the economic effect, however, only superordinate firms benefited from corporate groups. The effect of corporate groups on member firms' social behavior was not confirmed. The patterns of group structures and member firms' behaviors did not change throughout the observation period despite the fluctuation of the macro economic environment.
520 $a From the analyses, these findings suggest that Corporate Complexes were a system of resource-acquiring by means of firms' high social status, while Corporate Groups were a system of making profits to sustain the costly system for superordinate firms. (For subordinate firms, corporate groups were the system for bare survival.) Both structures were thus complementary to each other. Shielding the member firms against environmental fluctuation and technological uncertainty, Japanese business groups, by virtue of their complex structure, simultaneously pursued multiple goals as a united body.
590 $a School code: 0054.
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650 4 $a Business Administration, Management. $3 626628
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710 2 0 $a Columbia University. $3 571054
773 0 $t Dissertation Abstracts International $g 64-10A.
790 1 0 $a White, Harrison C., $e advisor
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