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...

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...

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...

Russia's regions are attempting to form meaningful democratic systems, free markets and profitable industrial firms. This article, based on qualitative interviewing with local and foreign economic actors in the Republic of Tatarstan in central Russia, argues that while there are strong desires...

Much has been written about the relocation of services jobs away from OECD nations by offshoring. But what happens to those who remain employed at workplaces where offshoring has been carried out? Based on survey and interview data of UK insurance and banking staff, this article explores...

<title>Abstract</title> This article examines how far senior staff in English educational and health service organizations view themselves as leaders who are ‘change agents’ for government-driven reform and independent change agendas. The contribution of external leadership development provision to shaping...