1997
DOI: 10.1016/s0304-405x(97)00024-x
|View full text |Cite
|
Sign up to set email alerts
|

Corporate restructuring during performance declines in Japan

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

11
214
1
12

Year Published

2004
2004
2015
2015

Publication Types

Select...
8
1
1

Relationship

0
10

Authors

Journals

citations
Cited by 331 publications
(238 citation statements)
references
References 40 publications
11
214
1
12
Order By: Relevance
“…More specifically, a high degree of leverage might increase the risk of insolvency and consequently the cost of debt (Altman, 1984;Andrade & Kaplan, 1998;Van Horne & Wachowicz, 2005). Second, a drop in corporate profitability and/or a decline in other variables used as proxies of economic performances are generally interpreted as a sign of economic distress (John, Lang, & Netter, 1992;Kang & Shivdasani, 1997;Andrade & Kaplan, 1998;Jiang & Wang, 2009) and a possible cause of a corporate crisis.…”
Section: Literature Reviewmentioning
confidence: 99%
“…More specifically, a high degree of leverage might increase the risk of insolvency and consequently the cost of debt (Altman, 1984;Andrade & Kaplan, 1998;Van Horne & Wachowicz, 2005). Second, a drop in corporate profitability and/or a decline in other variables used as proxies of economic performances are generally interpreted as a sign of economic distress (John, Lang, & Netter, 1992;Kang & Shivdasani, 1997;Andrade & Kaplan, 1998;Jiang & Wang, 2009) and a possible cause of a corporate crisis.…”
Section: Literature Reviewmentioning
confidence: 99%
“…15 We measure the number of bank relations in two We first show the estimation results with NBANK1 as the number of bank relations.…”
Section: Determinants Of Multiple Bank Relationships Under the Main Bmentioning
confidence: 99%
“…To survive industry shocks, firms typically use several modes of restructuring including downsizing, layoffs, diversification as well as acquisitions (Kang and Shivdasani (1997)). Given that firms use acquisitions to respond to industry level shocks (Mitchell and Mulherin (1996), Mulherin and Boone (2000), and Andrade and Stafford (2004)), it follows that domestic firms will be more likely to make acquisitions to respond to increased competition from foreign firms.…”
Section: Related Literature and Hypothesis Developmentmentioning
confidence: 99%