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

Chie Yorozu, Leo McCann, John Hassard and Jonathan Morris

Asia Pacific Business Review, 2013, vol. 19, issue 2, 200-216

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.

Date: 2013
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DOI: 10.1080/13602381.2013.767636

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