Lessons in crossvergence: restructuring the Thai subsidiary corporation

T. Andrews, N. Chompusri

    Research output: Contribution to journalArticle

    17 Citations (Scopus)

    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.
    LanguageEnglish
    Pages77-93
    Number of pages16
    JournalJournal of International Business Studies
    Volume32
    Issue number1
    DOIs
    Publication statusPublished - 2001

    Fingerprint

    Industry
    Subsidiaries
    Crossvergence
    Business culture
    Agenda
    Business research
    Multinationals
    Business practices
    Institutionalization
    Corporate restructuring
    Thailand
    Conceptual framework
    Developing economies

    Keywords

    • international business
    • management science

    Cite this

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    Lessons in crossvergence: restructuring the Thai subsidiary corporation. / Andrews, T.; Chompusri, N.

    In: Journal of International Business Studies, Vol. 32, No. 1, 2001, p. 77-93.

    Research output: Contribution to journalArticle

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