[PDF] Japanese Management Practices In Thailand eBook

Author : Văn Th. o Tră̂n
Publisher :
Page : 240 pages
File Size : 16,59 MB
Release : 1993
Category : Corporations, Japanese
ISBN :

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Partly based on surveys of selected manufacturing firms carried out in 1990. Comprises seven research reports which attempt to assess the extent of transfer of technology by Japanese firms to Thai affiliates. Compares Japanese management styles to those of US companies. Covers cultural friction stemming from differences in work-related values and attitudes.

Author : Tanachart Raoprasert
Publisher : Springer Science & Business Media
Page : 285 pages
File Size : 10,85 MB
Release : 2010-04-15
Category : Business & Economics
ISBN : 3790823724

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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 (Zineldin 2007).