start-ver=1.4
cd-journal=joma
no-vol=22
cd-vols=
no-issue=4
article-no=
start-page=1743
end-page=1772
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2023
dt-pub=20230509
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=
kn-title=Unraveling the stagnation of employee pay in Japanese firms: the impact of profit creation, employee productivity, and employee share
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=This study investigated the causes of stagnant employee pay in Japanese firms. By analyzing agency theory and Japanese governance structure, we argue that pay levels are affected by profit creation, employee productivity, and employee share. Dysfunctional processes in these areas can result in pay stagnation. Our findings demonstrate that employee productivity and profit creation have equally significant impacts on pay levels, whereas employee share affects pay only with high employee productivity. These results suggest that the main reason for stagnant employee pay in Japan is not a failure of profit sharing but rather a failure to link corporate and employee capabilities to a firm’s earning power.
en-copyright=
kn-copyright=

en-aut-name=GongYuanyuan
en-aut-sei=Gong
en-aut-mei=Yuanyuan
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=1
ORCID=

en-aut-name=MakinoShige
en-aut-sei=Makino
en-aut-mei=Shige
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=2
ORCID=

en-aut-name=LiuAqi
en-aut-sei=Liu
en-aut-mei=Aqi
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=3
ORCID=

en-aut-name=LiuHuanchen
en-aut-sei=Liu
en-aut-mei=Huanchen
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=4
ORCID=

en-aut-name=WangJingyi
en-aut-sei=Wang
en-aut-mei=Jingyi
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=5
ORCID=

affil-num=1
en-affil=Discovery Program for Global Learners, Okayama University
kn-affil=

affil-num=2
en-affil=Graduate School of Economics, Kyoto University
kn-affil=

affil-num=3
en-affil=Industrial Development Department, China Merchants Group Limited
kn-affil=

affil-num=4
en-affil=Department of Business Administration, Nanjing University of Aeronautics and Astronautics
kn-affil=

affil-num=5
en-affil=UNSW Business School, University of New South Wales
kn-affil=
en-keyword=Employee pay level
kn-keyword=Employee pay level
en-keyword=Wage stagnation
kn-keyword=Wage stagnation
en-keyword=Compensation strategy
kn-keyword=Compensation strategy
en-keyword=Corporate governance
kn-keyword=Corporate governance
en-keyword=Profit creation
kn-keyword=Profit creation
en-keyword=Employee productivity
kn-keyword=Employee productivity
en-keyword=Profit allocation
kn-keyword=Profit allocation
en-keyword=Japan
kn-keyword=Japan
END

start-ver=1.4
cd-journal=joma
no-vol=39
cd-vols=
no-issue=4
article-no=
start-page=1481
end-page=1509
dt-received=
dt-revised=
dt-accepted=
dt-pub-year=2021
dt-pub=202169
dt-online=
en-article=
kn-article=
en-subject=
kn-subject=
en-title=
kn-title=Foreign investment or divestment as a near-term solution to performance shortfalls? The moderating role of vicarious learning
en-subtitle=
kn-subtitle=
en-abstract=
kn-abstract=Most studies on problemistic search do not pay sufficient attention to how below-aspiration organizations decide what types of strategic actions to use to cope with performance shortfalls. In this study, we examine the preferences of multinational corporations (MNCs) for selecting foreign investment or divestment as a near-term solution to performance shortfalls. We first argue that foreign divestment is generally a more preferred performance solution. Drawing on the literature on vicarious learning, we further argue that MNCs are more likely to engage in foreign investment or foreign divestment to combat large performance shortfalls if peers recently and actively undertook the same type of strategic action. Moreover, they are less likely to undertake the other type of strategic action simultaneously because they adopt the satisficing principle and time constraints deter them from implementing multiple types of strategic action substantially. The analysis of the data about Japanese manufacturing MNCs reveals that vicarious learning influences MNCs’ selection preferences in certain conditions, thereby extending the literature on problemistic search.
en-copyright=
kn-copyright=

en-aut-name=HuiKent Ngan-Cheung
en-aut-sei=Hui
en-aut-mei=Kent Ngan-Cheung
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=1
ORCID=

en-aut-name=Gong Yuanyuan
en-aut-sei=Gong 
en-aut-mei=Yuanyuan
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=2
ORCID=

en-aut-name=CuiQi
en-aut-sei=Cui
en-aut-mei=Qi
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=3
ORCID=

en-aut-name=JiangNaipeng
en-aut-sei=Jiang
en-aut-mei=Naipeng
kn-aut-name=
kn-aut-sei=
kn-aut-mei=
aut-affil-num=4
ORCID=

affil-num=1
en-affil=School of Management, Xiamen University
kn-affil=

affil-num=2
en-affil=Discovery Program for Global Learners, Okayama University
kn-affil=

affil-num=3
en-affil=Department of Organization and Human Resources, Renmin University
kn-affil=

affil-num=4
en-affil=Tourism Department, Fudan University
kn-affil=
en-keyword=Problemistic search
kn-keyword=Problemistic search
en-keyword=Vicarious learning
kn-keyword=Vicarious learning
en-keyword=Japan
kn-keyword=Japan
en-keyword=Turnaround
kn-keyword=Turnaround
en-keyword=Foreign investment and divestment 
kn-keyword=Foreign investment and divestment 
END