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.
- international business
- management science
Andrews, T., & Chompusri, N. (2001). Lessons in crossvergence: restructuring the Thai subsidiary corporation. Journal of International Business Studies, 32(1), 77-93. https://doi.org/10.1057/palgrave.jibs.8490939