| Budget Amount *help |
¥16,120,000 (Direct Cost: ¥12,400,000、Indirect Cost: ¥3,720,000)
Fiscal Year 2021: ¥3,120,000 (Direct Cost: ¥2,400,000、Indirect Cost: ¥720,000)
Fiscal Year 2020: ¥3,640,000 (Direct Cost: ¥2,800,000、Indirect Cost: ¥840,000)
Fiscal Year 2019: ¥3,120,000 (Direct Cost: ¥2,400,000、Indirect Cost: ¥720,000)
Fiscal Year 2018: ¥3,510,000 (Direct Cost: ¥2,700,000、Indirect Cost: ¥810,000)
Fiscal Year 2017: ¥2,730,000 (Direct Cost: ¥2,100,000、Indirect Cost: ¥630,000)
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| Outline of Final Research Achievements |
A. Holding companies were widely used to avoid political risk from around the 1880s; B. Holding companies became widespread in Europe in the 1920s in response to World War I and the sharp rise in tax burdens, making the governance structure of European companies opaque; C. "safehaven economies" in various regions emerged as the recipients of this risk with the support and endorsement of national governments; and D. These relationships between non-market risks and organizational structures and special organizational designs were maintained during the Cold War and the postwar upsurge of decolonialism and nationalism; E. In Japan, non-market risks also defined the organizational forms of foreign investment and subsidiaries in Japan in the energy industry from the 1930s to the post-WWII period. In recent years, "organizational design" has come back into focus with the increased focus on economic security issues and the decoupling risks.
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