Raoprasert / Islam Designing an Efficient Management System

Modeling of Convergence Factors Exemplified by the Case of Japanese Businesses in Thailand
2010
ISBN: 978-3-7908-2372-1
Verlag: Physica
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)

E-Book, Englisch, 300 Seiten, eBook

Reihe: Contributions to Management Science

1. 1 Background of the Study: Ef?ciency in Cross-Cultural International Business Management Ef?cient business management is crucial in achieving corporate (national or int- national/multinational) goals such as higher value, comprehensiveness, corporate governance, etc. Ef?cient business management can be achieved by resolving agency problems existing among different stakeholders in corporations. In inter- tional business, agency problems may exist between managers, owners, staff, and other stakeholders who come from different cultures. Therefore, there is a need in designing ef?cient management of international business by in?uencing the factors (the convergence factors) which cause differences in the interests and cultures of different stakeholders. International business refers to all commercial transactions between two or more nations. Because it comprises a large and growing portion of current world business practice, international business has received considerable attention in academic research (Daniels and Radebaugh 1998). International bu- ness differs in important ways from business conducted within national borders, and poses additional challenges to managers and investors in foreign countries (Mahoney et al. 1998). In this context, Black et al. (1999) state that effective management is increasingly recognized as a key determinant of success or failure, arguing that the success of international business in multinational companies depends most signi?cantly on the quality of management systems (Stroh and Caligiuri 1998). As international business involves people from different cultures, every business function including managing a workforce, marketing output, and dealing with regulators, has the potential to involve cross-cultural problems (Zineldin2007).

Zielgruppe

Research

Autoren/Hrsg.

Raoprasert, Tanachart

Islam, Sardar M. N.

Inhaltsverzeichnis

Literature Review.- Theoretical Framework.- Methodology, Research Process, and Computer Programs.- Preliminary Data Analysis and Results: Descriptive Statistics and Reliability Tests.- Structural Equation Modeling: Results and Analysis.- Discussion and Implications.- Summary, Findings, and Conclusion.- Appendices.

Leseproben

"Chapter 2 Literature Review (S. 9-10)

2.1 Introduction

This chapter reviews the theoretical concepts related to adaptation and acceptance of Japanese management. As mentioned in Chap. 1, Japanese managers transplant their management practices to Thailand. However, conflicts in Japanese manufacturing organizations occur when the Japanese management practices which work well in Japan, are not appropriate to the Thai culture. Implicit in this assumption is the notion that failing to adapt Japanese management practices in Thailand decreases the motivation and performance of Thai subordinates, and hence decreases business efficiency.

This is followed by a discussion on how these concepts and gaps within the management literature have been used to formulate the proposed research questions for the present book. The review discusses how these concepts and gaps within the management literature have been used to formulate the research questions proposed in this book. This chapter is divided by two parts. Part 1, consisting of Sects. 2.2.1– 2.2.9, discusses the differences in management practices across cultures and the needs for adaptation and acceptance. Part 2, consisting of Sects. 2.3.1–2.3.4, discusses the influential factors in adaptation and acceptance of management practices.

Section 2.1 introduces the objectives of the chapter, and outlines what will be covered in the following subsections. Section 2.2.1 discusses the general concept of efficient management and relationship between management and business effi- ciency. Section 2.2.2 discusses the nature of efficient cross-cultural international business management. Section 2.2.3 broadly reviews Japanese management practices and identifies the concepts underlying Japanese management practices in Thailand. Section 2.2.4 reviews the literature on Thai management style based on previous researches in the management field.

Section 2.2.5 discusses the possibility of applying Japanese management practices in Thailand, comparing the differences between Thai and Japanese management practices. Section 2.2.6 provides a brief overview of Japanese management practices in other countries to see how Japanese management practices have been implemented outside Japan. In Sect. 2.2.7 the normative management practices of Japanese in Thailand are reviewed to suggest what and how Japanese management practices should be implemented in Thailand.

Section 2.2.8 indicates the possibility of Thai subordinates’ performances after the modification of Japanese management practice. Section 2.2.9 provides the reasons for adaptation, discussing the reasons Japanese management practices should be adapted in order to deal with cultural diversity and business globalization. Section 2.3.1 reviews change management to extend the understanding of why Japanese management practices should be adapted, and briefly how to achieve the change. Section 2.3.2 explains the reasons why people work or do not work in organizations. of the sixbox model and the reasons why it has been appropriate for this study. In Sect. 2.6, the limitations of the literature are provided to indicate the research gap. Finally, Sect. 2.7 summarises the material discussed in Chap. 2."