TY - JOUR
T1 - Japan, corporate organizational reform and the global financial crisis
T2 - The case of Shinsei Bank
AU - Yorozu, Chie
AU - McCann, Leo
AU - Hassard, John
AU - Morris, Jonathan
PY - 2013/4/1
Y1 - 2013/4/1
N2 - 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.
AB - 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.
KW - financialization
KW - global financial crisis
KW - Japan
KW - restructuring
KW - Shinsei Bank
UR - http://www.scopus.com/inward/record.url?scp=84877890729&partnerID=8YFLogxK
U2 - 10.1080/13602381.2013.767636
DO - 10.1080/13602381.2013.767636
M3 - Article
AN - SCOPUS:84877890729
SN - 1360-2381
VL - 19
SP - 200
EP - 216
JO - Asia Pacific Business Review
JF - Asia Pacific Business Review
IS - 2
ER -