Managing Change in an Era of Globalisation
Edited by Bernard Gazier and Frédéric Bruggeman
Chapter 2: The Restructuring Process: Towards a Comprehensive Analysis
Dominique Paucard The restructuring process as a whole comprises a number of stages, from the original decision to restructure, to its ﬁnal direct or indirect eﬀect on jobs. It can be described and understood through the account and analysis of a series of events, from an initial change in the company’s situation that led its management to decide to respond, to the implementation, follow up, and adjustment of the subsequent actions. This is precisely what researchers from the Monitoring Innovative Restructuring in Europe (MIRE) project countries did, by carrying out thirty case studies, which have been discussed in national and transnational multi-actor workshops.1 Most of the case studies reviewed and presented by the researchers give accounts of restructuring processes focused on a single plant and situated in a given time and space. Generally embedded in a dynamic of longer or medium term change, restructuring processes, as they are described through the case studies, can therefore be deemed as basic units of a more general change or series of restructuring processes. Against this backdrop, the origin of the restructuring plans described is often far removed, in decision-making terms, from the plant or company in which it is implemented. For example, in the restructuring of a German marketing company, the restructuring plan stemmed from a strategic decision taken by its American shareholder to sell the division it was aﬃliated to and was accompanied by the merger of the subsidiaries so as to optimise the gains arising from the sale of...
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