The Great Kantō Earthquake in 1923 did enormous damage to industries in Tokyo Prefecture. Around 40% of the buildings in Tokyo Prefecture were completely burnt or destroyed. In this paper, we investigate whether this temporary shock had a persistent impact on the spatial distribution of industries in Tokyo, using ward-and county-level panel data for industrial workers. It was found that while the earthquake caused mean shifts in the shares and numbers of workers, these mean shifts disappeared by the early 1930s. On the other hand, the earthquake caused shifts in the trends in the share and number of workers. The combined effects of these mean shifts and trend shifts were persistent for both the shares and the numbers of workers. The earthquake caused especially serious damage to the old industrial clusters in the southeast of Tokyo, and provided an opportunity for newly developing industrial clusters in non-damaged areas to take over the market. Further, the people and the local governments in non-damaged areas made an effort to take advantage of this opportunity to attract factories. Arguably, these forces made the impact of the earthquake on the spatial distribution of industry persistent.

We explore how changes in ownership and managerial control affect the productivity and profitability of producers. Using detailed operational, financial, and ownership data from the Japanese cotton spinning industry at the turn of the last century, we find a more nuanced picture than the straightforward "higher productivity buys lower productivity" story commonly appealed to in the literature. Acquired firms' production facilities were not on average less physically productive than the plants of the acquiring firms before acquisition, conditional on operating. They were much less profitable, however, due to consistently higher inventory levels and lower capacity utilization-differences which reflected problems in managing the uncertainties of demand. When purchased by more profitable firms, these less profitable acquired plants saw drops in inventories and gains in capacity utilization that raised both their productivity and profitability levels, consistent with acquiring owner/managers spreading their better demand management abilities across the acquired capital.

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