Lessons in 'Cross-Vergence': Restructuring the Thai Subsidiary Corporation

This paper explores the impact of indigenous business culture upon the corporate restructuring program initiated in the Thai subsidiary of a Western multinational. Defined in terms of behavioral institutionalization, change implementation was largely resisted by one of two key strategic departments....

Full description

Saved in:
Bibliographic Details
Published in:Journal of international business studies 2001-03, Vol.32 (1), p.77-93
Main Authors: Andrews, Tim G., Chompusri, Nartnalin
Format: Article
Language:English
Subjects:
Asia
Business
Business and Management
Business management
Business Strategy/Leadership
Corporate culture
Corporate reorganization
Corporations
Cultural differences
Cultural values
Developing countries
Economic change
International Business
Management
Market economy
Marketing
Multinational enterprises
Organization
Organizational behaviour
Sales management
Southeast Asian culture
Subsidiary companies
Symposium: The Impact of Developing Economies and Economies in Transition on the Future of International Business
Thailand
Tradition
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:This paper explores the impact of indigenous business culture upon the corporate restructuring program initiated in the Thai subsidiary of a Western multinational. Defined in terms of behavioral institutionalization, change implementation was largely resisted by one of two key strategic departments. Using a conceptual framework developed from existing cross-cultural business research we examine the key determinants of local opposition and trace the emergence of 'cross-vergent' business practices acceptable to both 'Thai-market' and 'Western-corporate' agendas. Implications for the management of western corporate subsidiaries in the developing economy of Thailand are then discussed.
ISSN:0047-2506
1478-6990
DOI:10.1057/palgrave.jibs.8490939