Designing an Efficient Management System Modeling of Convergence Factors Exemplified by the Case of Japanese Businesses in Thailand
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Tanachart Raoprasert, Sardar M. N. Islam
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Designing an Efficient Management System Modeling of Convergence Factors Exemplified by the Case of Japanese Businesses in Thailand
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Physica-Verlag
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9783790823721
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1
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CHF 85.30
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Management
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English
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300
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Wasserzeichen/DRM
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PC/MAC/eReader/Tablet
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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).
"
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."
Contributions to Management Science
2
Designing an Efficient Management System
4
Copyright page
5
Contents
8
List of Figures
14
List of Tables
16
Abbreviations
20
Chapter 1: Introduction
22
Background of the Study: Efficiency in Cross-Cultural International Business Management
22
Contribution to Knowledge
24
Statement of Significance
24
Scope of the Study
25
Aim of the Study
25
Specific Aims
25
Research Questions and Hypotheses
26
Methodology
27
Structure of the Book
27
Summary
29
Chapter 2: Literature Review
30
Introduction
30
Part 1: The Differences in Management Practices Across Cultures and the Needs for Adaptation and Acceptance
31
Efficient Management
31
Efficient Cross-Cultural Business Management Practices: Need and Principles
32
Japanese Management Practices
33
Quality Control Circles
34
Job Rotation
35
Seniority Systems
36
Lifetime Employment
36
Consensual Decision-Making
37
Bottom-Up Communication
38
Thai Management Style
38
Relationship-Oriented
39
Hierarchy
39
Decision-Making
39
Leadership
40
Harmony
40
Possibility of Applying Japanese Management Practices in Thailand
40
Japanese Management Practices in Other Countries
43
Normative Management Practices of Japanese in Thailand
45
Possibility of Thai Subordinates´ Performance after Modifying Japanese Management Practice
46
Reasons for Adaptation
46
Part 2: Factors Influencing Adaptation and Acceptance of Management Practices
48
Change Management
48
Resistance to Change
49
Why People Work or Do Not Work in Organizations
50
Economic Models of Organizational Behavior
50
Social Models of Behavior
50
The Theory of Reasoned Action
51
The Role of Work Motivation in Organizations
52
Conceptualization of the Need to Change
55
The Factors for Changes
57
Vision
58
Structure
61
Rewards
62
Resource Supports
64
Relationships
65
Leadership
66
Limitations of Weisbord´s Six-Box Model
68
Limitations of the Literature
69
Summary
69
Chapter 3: Theoretical Framework
71
Introduction
71
Theoretical Background: An Efficient Management System
72
Theoretical Framework
74
Hypotheses Development: Convergence Factors
75
Vision
75
Leadership
76
Structure
77
Reward
78
Relationship
79
Resources Support
79
Acceptance and Adaptation
80
Summary
81
Chapter 4: Methodology, Research Process, and Computer Programs
82
Introduction
82
Research Process-Design and Methodology
82
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