Lessons in crossvergence: restructuring the Thai subsidiary corporation

T. Andrews, N. Chompusri

    Research output: Contribution to journalArticle

    17 Citations (Scopus)


    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 languageEnglish
    Pages (from-to)77-93
    Number of pages16
    JournalJournal of International Business Studies
    Issue number1
    Publication statusPublished - 2001


    • international business
    • management science

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