Restructure is essentially synonymous to being fired/laid-off in Japanese. Shaun points out its used with relatively mixed meanings elsewhere.

Just speaking from my own knowledge of Japanese work culture, each employee and employer are a lot more mutually valued with each other than a relationship with shareholders. The need to frequently turnover staff reflects worse on both. Japanese shareholder relationships with companies, in turn, traditionally (post-bubble era) are less focused on solely “fiduciary duty”. They were more on stability, sharing success with good product releases, customer relations and feeling that you are part of the company itself as a shareholder. Many offer(ed) annual gifts and product samples to their domestic shareholders.

So the idea to pursue short-term growth at the expense of long-term success or popularity, is not as well-received by Japanese executives, employees and the public as it may in North America.