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 (http://dx.doi.org/10.1057/palgrave.jibs.8490939)

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.

• Share and Export
  

  MPEG-21 DIDLASCII CitationHTML CitationRefWorksMETSSimple MetadataRDF+XMLMultiline CSVEndNoteEP3 XMLBibTeXRDF+N3AtomData Cite XMLMODSJSONOpenURL ContextObject in SpanRDF+N-TriplesDublin CoreReferOpenURL ContextObjectRIOXX2 XMLRIS (EndNote Online, Zotero, Ref manager, etc)
• Item metadata

  Item type:	Article
  ID code:	4406
  Dates:	Date Event 2001 Published
  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:	11 Nov 2024 08:35
  URI:	https://strathprints.strath.ac.uk/id/eprint/4406