Lay off, downsizing, redundancy, off shoring … many words which now belong to day to day language refer to restructuring. None of them sounds good and all of them refer to a blurred reality.
The purpose of the MIRE project is to address and tackle certain difficulties that such plans pose,
not to propose a new academic definition of restructuring plans.


However, the lengthy discussions held in early project meetings on how to define «restructuring» highlight the merit of pinning down this concept before examining the innovations that restructuring is intended to bring about. During the exchanges, a consensus was reached on the fact that restructuring, within the framework of the MIRE project, denoted «the reorganisation of an enterprise and to the major implications it would have on jobs».

Consequently, the project focuses on how to manage jobs in a given restructuring scenario. However, two issues raised during the discussions remained in abeyance: the aim of restructuring, whether deliberately intended or forced by circumstances and secondly, the timeframes for enacting restructuring plans: the enterprises and groups, in the opinion expressed by their representatives in the workshops, are today committed to a continuous change dynamic.
These issues, however formal they may seem, are decisive since they reflect the difficulty of grasping the nature of restructuring and raise the question of the ability to perceive the objectives of the MIRE project.
After some two years of sharing views and information on some 30 case studies presented by researchers from the countries committed to the project, do we really have a clearer understanding of what «restructuring» really entails? Can we offer a restructuring model able to impact a set of consistent and uniform phenomena?
  Case studies:
  The restructuring processes
Synth processus
  A Swedish View on restructuring processes