000 03828nam a22005415i 4500
001 978-4-431-54451-7
003 DE-He213
005 20200420211740.0
007 cr nn 008mamaa
008 131017s2014 ja | s |||| 0|eng d
020 _a9784431544517
_9978-4-431-54451-7
024 7 _a10.1007/978-4-431-54451-7
_2doi
050 4 _aHD28-70
072 7 _aKJC
_2bicssc
072 7 _aBUS041000
_2bisacsh
082 0 4 _a658.4092
_223
100 1 _aBebenroth, Ralf.
_eauthor.
245 1 4 _aThe Great East Japan Earthquake and Its Impact on German Firms
_h[electronic resource] :
_bAn Empirical Study /
_cby Ralf Bebenroth.
264 1 _aTokyo :
_bSpringer Japan :
_bImprint: Springer,
_c2014.
300 _aX, 52 p. 10 illus., 8 illus. in color.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aSpringerBriefs in Business,
_x2191-5482
505 0 _aChapter 1 Disaster Impact 1 Introduction 2 Firm Level Impact (Why Focus Solely on German Firms? Questionnaire Based Research) 3 Economic Impact and Move (Temporary Closing or Relocation. Economic Impact. Autonomy and Leaving Japan?) 4 Situation of Non-Japanese Employees After the Disaster (Headquarter Sent Expatriates. Short-Term Visitors. Locally Hired Non-Japanese) 5 Results and Conclusion -- Chapter 2 Subsidiary Autonomy and Expatriate Retreat 1 Introduction 2 Theoretical Background. 3 Development of Hypotheses 4 Methods 5 Results 6 Discussion 7 Conclusion -- Chapter 3 Subsidiary Dependency on Expatriate Departure and Headquarter Trouble 1 Introduction 2 Theoretical Background 3 Development of Hypotheses 4 Methods 5 Results 6 Discussion 7 Conclusion -- Chapter 4: Closing Chapter.
520 _aThis publication sheds light on how Japan-based German firms dealt with the impact of the Great East Japan Earthquake that occurred in March 2011. To gather data, a questionnaire was developed and sent out in April 2012 to 244 German subsidiaries based in the Kanto area, mainly in Tokyo, with replies received from the top managers of 84 firms. In addition, the author conducted follow-up interviews with top managers of 14 of those firms in Tokyo to illuminate interesting aspects of the responses given in the questionnaires. It is shown that the overall impact on the performance of German firms was comparatively low. Those firms have now returned to normal operation and face relatively few disaster-related problems. However, firms with higher autonomy more frequently moved their offices either to the Kansai area, including Osaka, Kobe and Kyoto, or at least temporarily closed down. In retrospect, the interviews made clear that relocating or suspending operations was a costly mistake. In contrast to transaction cost theory, which states that subsidiaries should be given high autonomy in such cases of emergency, it would have been better for the headquarters offices to have communicated more intensively with the management of their subsidiaries.  .
650 0 _aBusiness.
650 0 _aManagement science.
650 0 _aLeadership.
650 0 _aOrganization.
650 0 _aPlanning.
650 0 _aGlobalization.
650 0 _aMarkets.
650 1 4 _aBusiness and Management.
650 2 4 _aBusiness Strategy/Leadership.
650 2 4 _aEmerging Markets/Globalization.
650 2 4 _aBusiness and Management, general.
650 2 4 _aOrganization.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9784431544500
830 0 _aSpringerBriefs in Business,
_x2191-5482
856 4 0 _uhttp://dx.doi.org/10.1007/978-4-431-54451-7
912 _aZDB-2-SBE
942 _cEBK
999 _c50598
_d50598