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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

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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

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