Abstract
Through the lens of Institutional Entrepreneurship, this paper discusses howgovernments
use the levers of power afforded through business and welfare systems to affect change in the
organisational management of older workers. It does so using national stakeholder interviews
in two contrasting economies: the United Kingdom and Japan. Both governments have taken a
"light-touch" approach to work and retirement. However, the highly institutionalised Japanese
system affords the government greater leverage than that of the liberal UK system in changing
employer practices at the workplace level.
use the levers of power afforded through business and welfare systems to affect change in the
organisational management of older workers. It does so using national stakeholder interviews
in two contrasting economies: the United Kingdom and Japan. Both governments have taken a
"light-touch" approach to work and retirement. However, the highly institutionalised Japanese
system affords the government greater leverage than that of the liberal UK system in changing
employer practices at the workplace level.
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 535-553 |
| Fachzeitschrift | Journal of Social Policy |
| Jahrgang | 43 |
| Ausgabenummer | 3 |
| DOIs | |
| Publikationsstatus | Veröffentlicht - 2014 |
| Extern publiziert | Ja |