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

Yorozu, Chie, McCann, Leo, Hassard, John and Morris, Jonathan LLewellyn ORCID: https://orcid.org/0000-0002-4307-5948 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:	28 Oct 2022 08:44
URI:	https://orca.cardiff.ac.uk/id/eprint/71933

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