Lessons in ‘Cross-Vergence’: Restructuring the Thai Subsidiary Corporation

Tim G Andrews and Nartnalin Chompusri
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Tim G Andrews: University of the West of England
Nartnalin Chompusri: University of the West of England

Journal of International Business Studies, 2001, vol. 32, issue 1, 77-93

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.© 2001 JIBS. Journal of International Business Studies (2001) 32, 77–93

Date: 2001
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