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020 _a9784431544517
_9978-4-431-54451-7
024 7 _a10.1007/978-4-431-54451-7
_2doi
035 _ato000545727
040 _aSpringer
_cSpringer
_dRU-ToGU
050 4 _aHD28-70
072 7 _aKJC
_2bicssc
072 7 _aBUS041000
_2bisacsh
082 0 4 _a658.4092
_223
100 1 _aBebenroth, Ralf.
_eauthor.
_9454038
245 1 4 _aThe Great East Japan Earthquake and Its Impact on German Firms
_helectronic resource
_bAn Empirical Study /
_cby Ralf Bebenroth.
260 _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
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 _aEconomics.
_9135154
650 0 _aBusiness planning.
_9265432
650 1 4 _aEconomics/Management Science.
_9247365
650 2 4 _aBusiness Strategy/Leadership.
_9412933
650 2 4 _aEmerging Markets/Globalization.
_9412428
650 2 4 _aBusiness/Management Science, general.
_9247366
650 2 4 _aOrganization/Planning.
_9303328
710 2 _aSpringerLink (Online service)
_9143950
773 0 _tSpringer eBooks
830 0 _aSpringerBriefs in Business,
_9446377
856 4 0 _uhttp://dx.doi.org/10.1007/978-4-431-54451-7
912 _aZDB-2-SBE
999 _c403357