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Abstract

I need to start this review with a frank admission. As an economist, I admit to not being particularly uncomfortable with the views associated with “the hegemony of economics-informed approaches” to corporate governance which Simon Learmount takes square aim at in his recent book Corporate Governance: What Can Be Learned from Japan? That said, Learmount’s warning to corporate governance researchers, as well as interested spectators of the Japanese economy, that overreliance on any particular model of corporate governance may run the risk of focussing on the wrong questions and issues is salutary.

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