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Lessons in crossvergence: restructuring the Thai subsidiary corporation

Andrews, T. and Chompusri, N. (2001) Lessons in crossvergence: restructuring the Thai subsidiary corporation. Journal of International Business Studies, 32 (1). pp. 77-93. ISSN 0047-2506

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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 'crossvergent' 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.

Item type: Article
ID code: 4406
Keywords: international business, management science, Commerce, Management. Industrial Management, Business, Management and Accounting(all), Economics and Econometrics, Business and International Management, Strategy and Management, Management of Technology and Innovation
Subjects: Social Sciences > Commerce
Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
Depositing user: Strathprints Administrator
Date Deposited: 30 Oct 2007
Last modified: 21 May 2015 09:13

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