Japan, corporate organizational reform and the global financial crisis: the case of Shinsei Bank

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

Full text not available from this repository.

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
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

Citation Data

Cited 3 times in Google Scholar. View in Google Scholar

Cited 2 times in Scopus. View in Scopus. Powered By Scopus® Data

Actions (repository staff only)

Edit Item