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.
Original language | English |
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Pages (from-to) | 77-93 |
Number of pages | 16 |
Journal | Journal of International Business Studies |
Volume | 32 |
Issue number | 1 |
DOIs | |
Publication status | Published - 2001 |
Keywords
- international business
- management science