When serious financial crises emerged in the welfare states in Europe and America in the 1980’s, governments of many countries have been figuring out solutions to reduce operation costs and increase management efficiency. Privatization, designated contractors or even non-profit organizations have substituted the role of providing public services that used to be provided by the government. Institutional transformation, organizational reconstruction and changes of labor conditions and work environment are involved in the process of privatization. Due to the impact of privatization, significant differences occur in organizational development and in the welfare of employees. Therefore, privatization involves substantial organizational change for publicly-owned enterprises. Japan Railway (JR) serves as an example in this research. Through literature review and case study, this paper examines the various aspects of organizational structure, organizational culture and management style. It is found that privatization is closely correlated to organizational change. Privatization of publicly-owned enterprises affects the mentality and cognition of members of the enterprises. Organizational change is related to the efficiency and competitiveness of an enterprise. Some organizational change will even affect the sustainability of an enterprise. If a publicly-owned enterprise privatizes without organizational change, the unreasonable structure of the organization would make it difficult for the enterprise to deliver performance. On the contrary, if a publicly-owned enterprise conducts organizational change without privatization, large-scale innovation would be unlikely because of the limitations of legal regulations. The employees’ mentality of keeping lifelong employment is also hard to change, which may cause the failure of organizational change in the end.