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...

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...