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
Full text not available in this repository. (Request a copy from the Strathclyde author)Abstract
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 |
| Subjects: | Social Sciences > Commerce Social Sciences > Industries. Land use. Labor > Management. Industrial Management |
| Department: | Strathclyde Business School > Management |
| Related URLs: | |
| Depositing user: | Strathprints Administrator |
| Date Deposited: | 30 Oct 2007 |
| Last modified: | 04 Oct 2012 12:01 |
| URI: | http://strathprints.strath.ac.uk/id/eprint/4406 |
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