{"title":"Price determination methods of kimono fabric dealers in early modern Japan","authors":"Atsuko Suzuki","doi":"10.5029/jrbh.39.68","DOIUrl":"https://doi.org/10.5029/jrbh.39.68","url":null,"abstract":"","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123245674","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Unintended consequences of government policy","authors":"M. Shimamoto","doi":"10.5029/jrbh.38.1","DOIUrl":"https://doi.org/10.5029/jrbh.38.1","url":null,"abstract":"","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122576192","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines the aircraft, petrochemical, and mainframe-computer industries to de-lineate the reasons why some of Japan’s industrial policies during the rapid-growth period succeeded and some failed. The Japanese government implemented policies to advance each of the three industries, but the measures had significantly different effects. While the government favored approaches that involved limiting the number of companies in the given industry and providing support for large-scale production to maximize efficiency, the companies in the industry tended to reinterpret the policies to the extent possible under the official constraints in ways that would minimize the resulting disadvantages to company operations. Out of that context, with the government’s policies on one side and the firms’ strategic responses on the other, emerged a wide variety of unintended consequences. The cases of the aircraft and petrochemicals illustrate how the government’s attempts to cultivate “national champion” companies by supporting the “visible hand” of management ended up stopping or twisting the “invisible hand,” thereby bringing the government’s policies to unforeseen failure. Meanwhile, the mainframe-computer industry sheds light on how the government can allow the visible hand and the invisible hand to coexist and function effectively.
{"title":"Unintended consequences of industrial policy:","authors":"M. Shimamoto","doi":"10.5029/jrbh.38.6","DOIUrl":"https://doi.org/10.5029/jrbh.38.6","url":null,"abstract":"This paper examines the aircraft, petrochemical, and mainframe-computer industries to de-lineate the reasons why some of Japan’s industrial policies during the rapid-growth period succeeded and some failed. The Japanese government implemented policies to advance each of the three industries, but the measures had significantly different effects. While the government favored approaches that involved limiting the number of companies in the given industry and providing support for large-scale production to maximize efficiency, the companies in the industry tended to reinterpret the policies to the extent possible under the official constraints in ways that would minimize the resulting disadvantages to company operations. Out of that context, with the government’s policies on one side and the firms’ strategic responses on the other, emerged a wide variety of unintended consequences. The cases of the aircraft and petrochemicals illustrate how the government’s attempts to cultivate “national champion” companies by supporting the “visible hand” of management ended up stopping or twisting the “invisible hand,” thereby bringing the government’s policies to unforeseen failure. Meanwhile, the mainframe-computer industry sheds light on how the government can allow the visible hand and the invisible hand to coexist and function effectively.","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122783641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
East Asia has made a remarkable economic development during the twentieth century. The aim of this book is to highlight a unique characteristic of this economic development and point out its challenge to the present world. Many studies on East Asia’s economic development presupposed the development model based on historical experiences in Europe and the United States. They understood the development of developing economies in East Asia as a process to catch up with developed economies in Europe and the United States. However, by conducting a long-term investigation covering a century-long period since the late nineteenth century, this book demonstrates that development patterns of East Asian economies are different from those of Western countries. In addition, by applying the same analytical framework to both Japanese and Chinese economies, which have hitherto been only contrasted with each other, it reveals that economies in the East Asian region consisting of China, Japan, Korea and Taiwan have developed, showing both similarities and differences. This challenging subject of theorizing development patterns of East Asian economies differing from those of Western countries is very intriguing. It is particularly worth noting that this book shows the following similarities and differences in the development of East Asian economies. With regard to similarities, first, a continuous economic development was realized intrinsically through the expansion of the domestic market. Second, the East Asian economies developed not as a closed chain within the East Asian region but as part of the global economy. As for a difference, the processes of economic development were different between Japan and China, because modern industries emerged at different periods. More concretely, in Japan, in which modern industries had emerged during the 1880s and 1890s, heavy and chemical industries developed during the interwar period, contributing to the advancement and sophistication of industries. Whereas, in China, in which modern industries emerged during the 1910s and 1920s, the secondary sector of industry consisted mostly of light industries, and the development of heavy industries was only limited. Despite these interesting findings, however, consumer goods industries such as the apparel and auto industries should have been included in the investigation in addition to core manufacturing industries dealt with in this book for the purpose of a better understanding of the economic development of East Asia, which has now become the “world’s factory.”
{"title":"Review of Selected Books on Japanese Business History Published in 2019","authors":"Kazuo Hori, M. Hagiwara","doi":"10.5029/jrbh.37.84","DOIUrl":"https://doi.org/10.5029/jrbh.37.84","url":null,"abstract":"East Asia has made a remarkable economic development during the twentieth century. The aim of this book is to highlight a unique characteristic of this economic development and point out its challenge to the present world. Many studies on East Asia’s economic development presupposed the development model based on historical experiences in Europe and the United States. They understood the development of developing economies in East Asia as a process to catch up with developed economies in Europe and the United States. However, by conducting a long-term investigation covering a century-long period since the late nineteenth century, this book demonstrates that development patterns of East Asian economies are different from those of Western countries. In addition, by applying the same analytical framework to both Japanese and Chinese economies, which have hitherto been only contrasted with each other, it reveals that economies in the East Asian region consisting of China, Japan, Korea and Taiwan have developed, showing both similarities and differences. This challenging subject of theorizing development patterns of East Asian economies differing from those of Western countries is very intriguing. It is particularly worth noting that this book shows the following similarities and differences in the development of East Asian economies. With regard to similarities, first, a continuous economic development was realized intrinsically through the expansion of the domestic market. Second, the East Asian economies developed not as a closed chain within the East Asian region but as part of the global economy. As for a difference, the processes of economic development were different between Japan and China, because modern industries emerged at different periods. More concretely, in Japan, in which modern industries had emerged during the 1880s and 1890s, heavy and chemical industries developed during the interwar period, contributing to the advancement and sophistication of industries. Whereas, in China, in which modern industries emerged during the 1910s and 1920s, the secondary sector of industry consisted mostly of light industries, and the development of heavy industries was only limited. Despite these interesting findings, however, consumer goods industries such as the apparel and auto industries should have been included in the investigation in addition to core manufacturing industries dealt with in this book for the purpose of a better understanding of the economic development of East Asia, which has now become the “world’s factory.”","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123410772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Introduction Japanese labor practices have long been associated with the three core components of seniority wages, lifetime employment, and enterprise unions. Scholar Moriguchi Chiaki has taken a more nuanced look at the dynamics of Japanese labor, identifying a Japanesestyle human-resource management model comprising seven mutually complementary human-resource policies whose roots she traces to Japan’s postwar period of rapid growth: (1) selective, once-a-year recruitment of new graduates, (2) extensive company training programs and education, (3) periodic pay raises and internal promotion based on evaluations, (4) flexible job assignments and small-group activities, (5) employment security until the age of mandatory retirement, (6) enterprise unions and joint labormanagement consultations, and (7) unified personnel management of white-collar and blue-collar employees (Moriguchi 2014, 61).1 The main theme for this edition of Japanese Research in Business History, the 37th in the publication’s history, is in-house education in postwar Japan—one of the pillars of the Japanese-style human-resource management model. The “postwar” element is key here, as it provides the temporal context for company-sponsored, in-house education as part of the country’s overall educational system. During the US occupation of Japan after World War II, the Japanese educational system underwent drastic changes through occupation-driven reforms. Two of the most pivotal elements of that transformation were the lengthening of compulsory education from six years to nine years and the subsequent shift toward a co-educational policy for every phase of the educational framework, including secondary and higher education. Whereas the educational system in prewar Japan was single-sex outside of primary education and compulsory education, the postwar transition saw essentially every element of the educational structure—including secondary and higher education—go coeducational. In prewar Japan, children who chose not to go on to secondary education
{"title":"Vocational Training and Vocational Education in Postwar Japan: An Overview","authors":"M. Sawai","doi":"10.5029/jrbh.37.1","DOIUrl":"https://doi.org/10.5029/jrbh.37.1","url":null,"abstract":"Introduction Japanese labor practices have long been associated with the three core components of seniority wages, lifetime employment, and enterprise unions. Scholar Moriguchi Chiaki has taken a more nuanced look at the dynamics of Japanese labor, identifying a Japanesestyle human-resource management model comprising seven mutually complementary human-resource policies whose roots she traces to Japan’s postwar period of rapid growth: (1) selective, once-a-year recruitment of new graduates, (2) extensive company training programs and education, (3) periodic pay raises and internal promotion based on evaluations, (4) flexible job assignments and small-group activities, (5) employment security until the age of mandatory retirement, (6) enterprise unions and joint labormanagement consultations, and (7) unified personnel management of white-collar and blue-collar employees (Moriguchi 2014, 61).1 The main theme for this edition of Japanese Research in Business History, the 37th in the publication’s history, is in-house education in postwar Japan—one of the pillars of the Japanese-style human-resource management model. The “postwar” element is key here, as it provides the temporal context for company-sponsored, in-house education as part of the country’s overall educational system. During the US occupation of Japan after World War II, the Japanese educational system underwent drastic changes through occupation-driven reforms. Two of the most pivotal elements of that transformation were the lengthening of compulsory education from six years to nine years and the subsequent shift toward a co-educational policy for every phase of the educational framework, including secondary and higher education. Whereas the educational system in prewar Japan was single-sex outside of primary education and compulsory education, the postwar transition saw essentially every element of the educational structure—including secondary and higher education—go coeducational. In prewar Japan, children who chose not to go on to secondary education","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133410709","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This work analyzes the development of Mitsubishi’s business activities during the period between the late 1870s and the 1910s, highlighting changes of its organizational form. Many of the top Japanese companies, such as Mitsubishi Corporation, Mitsubishi Heavy Industries and MUFG Bank, are de-scendants of a shipping enterprise established by Iwasaki Yatarō in 1870, three years after the Meiji Restoration. (Shortly, the enterprise was given a firm name, Mitsubishi.) During the period in question, Mitsubishi expanded its business to the mining, shipbuilding and banking industries, while withdraw-ing from the initial shipping business. In the meantime, it came to be referred to as a “zaibatsu” along-side Mitsui, Sumitomo and others. defined Dupont This work contains findings. in course of the organizational reform, while in its The study that the reform much a pre-planned project as a gradual process in which ad hoc revisions were m ade one after another in response This book deals with the distribution system of Japanese cars, elucidating changes of relationships between manufacturers and dealers based on franchise systems. In doing so, attention is drawn to en-trepreneurs and company management.
{"title":"Review of Selected Books on Business History Published in Japan in 2020","authors":"Kaori Sekiguchi","doi":"10.5029/jrbh.38.62","DOIUrl":"https://doi.org/10.5029/jrbh.38.62","url":null,"abstract":"This work analyzes the development of Mitsubishi’s business activities during the period between the late 1870s and the 1910s, highlighting changes of its organizational form. Many of the top Japanese companies, such as Mitsubishi Corporation, Mitsubishi Heavy Industries and MUFG Bank, are de-scendants of a shipping enterprise established by Iwasaki Yatarō in 1870, three years after the Meiji Restoration. (Shortly, the enterprise was given a firm name, Mitsubishi.) During the period in question, Mitsubishi expanded its business to the mining, shipbuilding and banking industries, while withdraw-ing from the initial shipping business. In the meantime, it came to be referred to as a “zaibatsu” along-side Mitsui, Sumitomo and others. defined Dupont This work contains findings. in course of the organizational reform, while in its The study that the reform much a pre-planned project as a gradual process in which ad hoc revisions were m ade one after another in response This book deals with the distribution system of Japanese cars, elucidating changes of relationships between manufacturers and dealers based on franchise systems. In doing so, attention is drawn to en-trepreneurs and company management.","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127691167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
growth of the community on the one hand and the structural constraints that curbed regional development on the other. By examining the history of labor relations and other facets of corporate management within an analytical framework that positions the “total picture” (macrohistory) relative to the “regional picture,” Ishii also presents an eye-opening window on the unique economic development that has characterized modern Japan. This new empirical study from Yokoi Katsunori probes the evolution of the global production networks at Honda Motor Company, particularly within its motorcycle business, looking specifically at how the mechanisms for coordinating resource allocation within the company took shape. The first half of the book, which examines the changes in Honda’s arrangements for its international production setup from the late 1990s to the mid-2010s, analyzes the transformation in three basic phases. In the initial form of the system, individual sites supplied each other with products developed for local markets. Over time, however, the framework gradually took on a leaner, more efficient composition in which selected production sites cater to foreign markets. Honda clarified the roles for the different production sites, as well; in the process, the company assigned certain locations—like the location in Thailand—higher-level functions. As Yokoi shows, Honda’s in-house global production setup developed in a co-evolutionary fashion: instead of progressing according to a predetermined plan, the framework took shape through a series of revisions and tweaks in response to constant market fluctuation and development of resources at individual production sites. In the second half of the work, Yokoi focuses on the coordination mechanisms that governed the development of Honda’s international production system. First, the author investigates Honda’s processes for formulating its product lineups, developing individual models, and executing production. Then Yokoi discusses how the company confronted daunting challenges in optimizing its international production system amid market changes and tapped into the development of capabilities at each production site—all the while staying in line with the company’s long-term business strategy. From there, the analysis turns to Honda’s production-planning division. Yokoi investigates how the production-planning division evaluates and selects production sites and argues that, within that system, domestic Japanese production facilities represent crucial cogs in the coordination mechanism for Honda’s global strategy.
{"title":"Review of Selected Books on Japanese Business History Published in 2018","authors":"Momoko Kawakami","doi":"10.5029/jrbh.36.72","DOIUrl":"https://doi.org/10.5029/jrbh.36.72","url":null,"abstract":"growth of the community on the one hand and the structural constraints that curbed regional development on the other. By examining the history of labor relations and other facets of corporate management within an analytical framework that positions the “total picture” (macrohistory) relative to the “regional picture,” Ishii also presents an eye-opening window on the unique economic development that has characterized modern Japan. This new empirical study from Yokoi Katsunori probes the evolution of the global production networks at Honda Motor Company, particularly within its motorcycle business, looking specifically at how the mechanisms for coordinating resource allocation within the company took shape. The first half of the book, which examines the changes in Honda’s arrangements for its international production setup from the late 1990s to the mid-2010s, analyzes the transformation in three basic phases. In the initial form of the system, individual sites supplied each other with products developed for local markets. Over time, however, the framework gradually took on a leaner, more efficient composition in which selected production sites cater to foreign markets. Honda clarified the roles for the different production sites, as well; in the process, the company assigned certain locations—like the location in Thailand—higher-level functions. As Yokoi shows, Honda’s in-house global production setup developed in a co-evolutionary fashion: instead of progressing according to a predetermined plan, the framework took shape through a series of revisions and tweaks in response to constant market fluctuation and development of resources at individual production sites. In the second half of the work, Yokoi focuses on the coordination mechanisms that governed the development of Honda’s international production system. First, the author investigates Honda’s processes for formulating its product lineups, developing individual models, and executing production. Then Yokoi discusses how the company confronted daunting challenges in optimizing its international production system amid market changes and tapped into the development of capabilities at each production site—all the while staying in line with the company’s long-term business strategy. From there, the analysis turns to Honda’s production-planning division. Yokoi investigates how the production-planning division evaluates and selects production sites and argues that, within that system, domestic Japanese production facilities represent crucial cogs in the coordination mechanism for Honda’s global strategy.","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129389864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper explores changes in the in-house training systems at major firms in postwar Japan. In the 1950s, companies usually hired new middle school graduates as technicians. As a growing proportion of students began going on to high school, however, companies started struggling to find middle school graduates to fill positions. The recruitment demographics shifted; by the late 1960s, high schools had begun displacing middle schools as the primary source of new technicians. Approaches differed by company and location, however. One example was Fuji Iron & Steel’s Muroran Works in Hokkaido, where the increases in high-school attendance rates trailed the proportional growth on Japan’s main island. In that context, therefore, the Muroran Works continued to provide training and education for middle school graduates into the 1960s. However, changes began to occur shortly thereafter. In FY1961, the facility changed the name of its Wanishi Private Technical School to Fuji Iron & Steel Muroran Technical High School and extended the course of study from two years to three years. In FY1964, meanwhile, the school introduced correspondence courses. The changes effectively altered the nature of the institution, allowing students at Fuji Iron & Steel Muroran Technical High School to obtain high school–graduate qualifications. Mitsubishi Electric offers an example of another approach. Placing its focus on helping technical trainees cultivate the abilities they would need to succeed as versatile, multi-skilled workers with a broad grounding in liberal arts, the company made that refinement the core of its education and training efforts.
本文探讨了战后日本各大公司内部培训制度的变化。在20世纪50年代，公司通常雇用刚毕业的中学毕业生担任技术员。然而，随着越来越多的学生开始上高中，公司开始难以找到初中毕业生来填补职位空缺。招聘人口结构发生了变化;到20世纪60年代末，高中已经开始取代中学，成为新技术人员的主要来源。然而，不同的公司和地区采用不同的方法。富士钢铁(Fuji Iron & Steel)位于北海道的Muroran工厂就是一个例子，那里高中出勤率的增长落后于日本本岛的比例增长。因此，在这方面，Muroran Works继续为中学毕业生提供培训和教育，直到1960年代。然而，此后不久就开始发生变化。1961财年，该工厂将其Wanishi私立技术学校更名为富士钢铁Muroran技术高中，并将学习课程从两年延长到三年。与此同时，在1964财年，学校开设了函授课程。这些变化有效地改变了该机构的性质，允许富士钢铁Muroran技术高中的学生获得高中毕业资格。三菱电机(Mitsubishi Electric)提供了另一种方法的例子。该公司将重点放在帮助技术培训生培养他们所需的能力上，使他们成为具有广泛文科基础的多才多艺、多技能的工人，并将这种改进作为其教育和培训工作的核心。
{"title":"In-House Training during Japan’s High-Growth Period:","authors":"M. Sawai","doi":"10.5029/jrbh.37.11","DOIUrl":"https://doi.org/10.5029/jrbh.37.11","url":null,"abstract":"This paper explores changes in the in-house training systems at major firms in postwar Japan. In the 1950s, companies usually hired new middle school graduates as technicians. As a growing proportion of students began going on to high school, however, companies started struggling to find middle school graduates to fill positions. The recruitment demographics shifted; by the late 1960s, high schools had begun displacing middle schools as the primary source of new technicians. Approaches differed by company and location, however. One example was Fuji Iron & Steel’s Muroran Works in Hokkaido, where the increases in high-school attendance rates trailed the proportional growth on Japan’s main island. In that context, therefore, the Muroran Works continued to provide training and education for middle school graduates into the 1960s. However, changes began to occur shortly thereafter. In FY1961, the facility changed the name of its Wanishi Private Technical School to Fuji Iron & Steel Muroran Technical High School and extended the course of study from two years to three years. In FY1964, meanwhile, the school introduced correspondence courses. The changes effectively altered the nature of the institution, allowing students at Fuji Iron & Steel Muroran Technical High School to obtain high school–graduate qualifications. Mitsubishi Electric offers an example of another approach. Placing its focus on helping technical trainees cultivate the abilities they would need to succeed as versatile, multi-skilled workers with a broad grounding in liberal arts, the company made that refinement the core of its education and training efforts.","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128410436","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Introduction: Japan’s Colonial Enterprises and Capital Markets","authors":"Teruhiro Minato","doi":"10.5029/jrbh.39.1","DOIUrl":"https://doi.org/10.5029/jrbh.39.1","url":null,"abstract":"","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134423961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Japanese capital market and the Chosen Industrial Bank’s bond issuance during the interwar period","authors":"Kei Yajima","doi":"10.5029/jrbh.39.47","DOIUrl":"https://doi.org/10.5029/jrbh.39.47","url":null,"abstract":"","PeriodicalId":199811,"journal":{"name":"Japanese Research in Business History","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132297022","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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