By Yasuhiro Monden
This booklet makes a speciality of a variety of enterprise practices to regulate unwell businesses in the course of financial melancholy or within the aftermath of synthetic and traditional failures. The tools carried out via a variety of eastern organisations, equivalent to Japan Air Line, Tokyo electrical energy corporation, Nissan and Toyota, to beat their demanding situations are elaborated during this e-book. The scope of the booklet covers: restructuring lower than executive monetary help; deepest turnaround administration of big conglomerates; reorganization of industrial domain names; accounting for probability administration, and strong offer chain administration within the aftermath of failures.
Readership: Graduate and undergraduate scholars, educational researchers and doctoral researchers, managers of businesses, basic public drawn to Japanese-style administration good fortune tales, practitioners in company companies.
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Additional info for Management of Enterprise Crises in Japan
The plan involved cost reductions such as wage cuts as well as workforce reductions and shifted route planning to involve more proﬁtable international routes. In addition to problems related to its high cost structure, the company had a cash-ﬂow problem. In April 2004, it issued convertible bonds of 100 billion yen, containing a pre-payment option for bond holders. In early 2007, the company’s stock price went soft, creating an urgent need for funds, which would be necessary for repaying debts if the company’s bonds were not converted to stocks.
Nationalization of TEPCO Complete, July 31 (in Japanese). The Nikkei (2012). TEPCO to be Nationalized to Cope with Dire Problems, August 1 (in Japanese). The Nikkei (2012). Japan Airlines and the Power of Legal Bankruptcy: Shares to Be Listed After 2 Years and 7 Months, September 20 (in Japanese). Urabe, K. (1965). Critical examination of the Barnard-Simon Organizational Equilibrium Theory, Kokumin Keizai Zasshi, 111(2), 36–55 (in Japanese). Urabe, K. (1966). , Ltd. (in Japanese). Urabe, K. ) (1968).
1 ) For corporate organizations, this relationship can be expressed as follows: The amount of added value earned by a particular member acting alone the amount of incentive distributed to that particular member. (1 ) This equation is the same as the “individual rationality” condition in cooperative game theory, according to which guaranteeing a distributed beneﬁt that exceeds the “beneﬁt of a particular member acting alone” is necessary to motivate the member to participate in an organization.