Through the lens of Institutional Entrepreneurship, this paper discusses how governments 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.
|Number of pages||19|
|Journal||Journal of Social Policy|
|Early online date||29 Apr 2014|
|Publication status||Published - Jul 2014|
- Public Policy
- Demographic change