Yorozu, Chie, McCann, Leo, Hassard, John and Morris, Jonathan LLewellyn 2013. Japan, corporate organizational reform and the global financial crisis: the case of Shinsei Bank. Asia Pacific Business Review 19 (2) , pp. 200-216. 10.1080/13602381.2013.767636 |
Abstract
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.
Item Type: | Article |
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Date Type: | Publication |
Status: | Published |
Schools: | Business (Including Economics) |
Publisher: | Routledge |
ISSN: | 1360-2381 |
Date of Acceptance: | 25 October 2012 |
Last Modified: | 04 Jun 2017 08:02 |
URI: | http://orca.cf.ac.uk/id/eprint/71933 |
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