Japan, corporate organizational reform and the global financial crisis: the case of Shinsei Bank
Japanese firms are renowned for being change-averse, even after financial crises. On the basis of a case study of Shinsei Bank, a highly symbolic example of radical attempted change, this paper explores the difficulties of reconciling two very different socio-economic models -- Japanese and American. An interview-based study of current and former Shinsei bankers suggests that Japan's ‘refusal to change’ is more to do with understandable employee reactions rather than a problematic strategic ‘dysfunction’. While perhaps an extreme example, the Shinsei case highlights how difficult it is to see beyond a scenario of measured and evolutionary change in Japan after the global financial crisis.
Year of publication: |
2013
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Authors: | Yorozu, Chie ; McCann, Leo ; Hassard, John ; Morris, Jonathan |
Published in: |
Asia Pacific Business Review. - Taylor & Francis Journals, ISSN 1360-2381. - Vol. 19.2013, 2, p. 200-216
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Publisher: |
Taylor & Francis Journals |
Saved in:
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