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Based on qualitative interviews (n = 64) within five UK organizations that have embarked on large-scale restructuring (including delayering, downsizing, culture change, role redesign, lean production) we argue that middle managers are currently experiencing significant and progressive work...
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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...
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This article provides a cross-national, qualitative investigation into the experiences of middle managers in large organizations in the USA, the UK and Japan, following organizational restructuring. Despite well-documented national differences in administrative heritage, institutional regimes or...
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