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March 2001, Volume 32, Number 1, Pages 77-93
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Lessons in 'Cross-Vergence': Restructuring the Thai Subsidiary Corporation |
Tim G Andrews and Nartnalin Chompusri |
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University of the West of England
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| Abstract |
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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.
Ó 2001 JIBS. Journal of International Business Studies (2001) 32, 77-93 |
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This article is part of the JIBS archive created by Copenhagen Business School working in partnership with the Academy of International Business |
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