Ownership and its Impact on Coping with Financial Crisis: Differences in State-, Mixed-, and Privately-Owned Enterprises in Thailand

Hugh M. O'Neill (), Dennis A. Rondinelli () and Tibordee Wattanakul ()

Asia Pacific Journal of Management, 2004, vol. 21, issue 1_2, pages 49-74

Abstract: Corporate turnarounds have been studied widely in Western contexts, but few empirical studies detail turnaround experience in non-western countries, especially those undergoing or recovering from financial crisis. An assumption in recent privatization policies has been that change in ownership triggers a form of performance reversal or turnaround. Here, we compare firms with three different forms of ownership two years after the financial crisis in Thailand. This study assesses the impact of ownership differences on the level of corporate entrepreneurship, human resource management practices, and worker effort among state-, mixed- and privately-owned enterprises in Thailand. The results suggest cautious optimism about changes in ownership as a potential means for triggering organizational changes that lead to increased productivity for threatened economies. Mixed ownership may be an effective substitute for private ownership or, alternately, an effective transitional form of restructuring state enterprises in preparation for private ownership.

Date: 2004
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