Japan’s Gradual Transformation
- Corporations, Globalisation and the Law series
Edited by Luke Nottage, Leon Wolff and Kent Anderson
Chapter 9: Open to Being Closed? Foreign Control and Adaptive Efficiency in Japanese Corporate Governance
9. Open to being closed? Foreign control and adaptive efficiency in Japanese corporate governance Christopher Pokarier How open is Japan to foreigners taking control of Japanese enterprises and what does it say about this book’s theme of the ‘gradual transformation’ of Japan’s corporate governance? Japan is formally very open to foreign direct investment (FDI), excepting certain, perhaps increasingly, ‘sensitive’ sectors. The Japanese Government seeks to have inbound FDI double to about 5 per cent of GDP by the end of 2010. Realisation of this objective is likely to entail more corporate control events involving foreign acquirers. While greenfield investments are occurring in some sectors, in many others FDI typically takes the form of acquisitions of existing enterprises, given the maturity of Japan’s economy (ACCJ, 2003). In 2008 this disconcerts few in economies such as the United Kingdom and Australia. Yet, in the Japanese business and policy zeitgeist of 2008, widespread ambivalence about the foreign control of Japanese firms and infrastructure can be readily discerned. As explored elsewhere in this volume, notably in Chapters 7 and 8, recent corporate law and regulatory developments give firms considerable latitude to build protections against unwelcome control events. While provisions are not directed exclusively at foreign investors, and were indeed made topical by several contentious domestic hostile takeover bids, the explicit rationale of many of the anti-takeover defences put in place by firms has been the potential threat of a hostile foreign bid. Yet since the late 1990s there has been a growing volume of...
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