Management practices of Chinese managers in Chinese MNCs operating in Bangkok

Bunchapattanasakda, Chanchai; Wong, Pisit

doi:10.1108/13527601011068360

Cited by 19 publications

(10 citation statements)

References 23 publications

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“…There is an expected social hierarchy in Thailand (Pongsapich, 1998; Swierczek and Onishi, 2002). The result relates to Thais who require explicit instruction about team leadership and authorized persons when working in a team (Banchapattanasakda and Wong, 2010). Moreover, Thai subordinates accept that the company should have clear hierarchy and certain distance should be kept for employees based on respect (Swierczek and Onishi, 2002).…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Chinese expatriates have been sent to Thailand for management control purpose and to develop Thai coworkers. Thus, Chinese MNCs not only bring in capital and technologies to Thailand but also their managerial cultures and practices (Banchapattanasakda and Wong, 2010). The increased number of Chinese-related companies operating in Thailand and the expected growing volume of trade and investment between the China and Thailand means that it is important to understand the effect that cultural relationships between expatriates Chinese and Thais may have on organization performance.…”

Section: Introductionmentioning

confidence: 99%

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Closing cultural distance: the cultural adaptability in Chinese-related firms in Thailand

Sorndee

Siengthai

Swierczek³

2017

JABS

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Purpose The aim of this paper is to investigate the effect of cultural values and cultural adaptability of Chinese expatriates and Thais on organization performance. Design/methodology/approach The designed perceptual scale research instrument adapted from Schwartz’s instrument is used to conduct a questionnaire survey in which 180 sample Chinese expatriates and Thai coworkers participated. Descriptive statistics, factor analysis, and regression analysis were used to analyze the data obtained. Findings The authors found that cultural value variables that are significantly related to productivity are social order, openness, and tradition; while cultural adaptability variables found significantly related to productivity are open-mindedness and judgment. When organization performance is focused on innovation, cultural value variables that are found statistically significant are openness and tradition; while cultural adaptability variables that are significant include open-mindedness and personal values. Finally, when customer satisfaction is the organization performance focus, only one cultural value variable is found to be statistically significant, that is, tradition; while cultural adaptability variables that are significant are personal values and judgment. Practical implications The results of this study can be used to design new approaches and HRM practices (i.e. recruitment and training) to enhance the corporate culture and cooperation among Chinese expatriates and Thai coworkers to maximize organization performance in a new competitive environment. Originality/value This study contributes to the literature on cultural management and cultural adaptability. It empirically investigates the perception of both Chinese and Thais on cultural values influencing the performance of multinational companies. Further, the modified Schwartz’s values survey instrument used in a Thai business operating context makes it a very rare empirical study that provides insight into these issues.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Closing cultural distance: the cultural adaptability in Chinese-related firms in Thailand

Sorndee

Siengthai

Swierczek³

2017

JABS

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“…The study results supported previous evidence that EMNCs localised their employee relations under the subsidiary country's Labour Act and following the International Labour Organisation (ILO) laws (Adams et al 2017). However, the findings stand in contrast with the study conducted by Bunchapattanasakda and Wong (2010) on management practices in Chinese MNCs operating in Bangkok, which found that the parent companies had not factored labour relation practices, aspects or customs in the targeted host country into their location decision.…”

Section: Employee Relations/trade Unionscontrasting

confidence: 99%

South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

Bako¹

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Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis.

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“…While it is beyond the confines of this article in providing an exhaustive review of these works, a vignette review of the articles published in Cross Cultural Management in recent years (2007)(2008)(2009)(2010)(2011) sufficiently illustrates the wealth of offerings beyond purely cultural explanations of ethnonational differences. Among which, the most positive insights are presented by calls for moving the focus of cross-cultural research away from the preoccupation with proving the superiority of one set of cultural attributes over another (Bunchapattanasakda and Wong, 2010;Migliore, 2011;Yuan, 2010). Most of these works urge for an analytical lens that is current with the times; namely, focusing on integrating the strengths of global cultural diversity and moving beyond enacting dichotomies.…”

Section: Introductionmentioning

confidence: 99%

Beliefs on “avoidant cultures” in two French multinational corporations

Lee

2013

Cross Cultural Management: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the trajectory of cultural stereotypes on Uncertainty Avoidance emergent from two French multinational corporations. The exploration of respondents' comparisons of their own culture with other cultures illustrates that cultural stereotypes are derived from structural conditions that had developed over time, but came to be (mis)attributed to innate and prevalent cultural habits. Design/methodology/approach -Data were collected from both primary and secondary sources, characterized by qualitative methodologies. Primary data respondents were predominantly ethnic Chinese Singaporeans, and secondary data respondents were predominantly French. In-depth interviews were introduced in three phases. Findings -The stereotype of the "uncertainty avoidant" Chinese Singaporean employees was employed by the top manager in one of the case studies (ECI) to lend legitimacy to the employees' exclusion from top management positions. The converse argument was made that "uncertainty avoidance" is absent among the French, who are hence more qualified as ECI top managers. Both claims were unfounded in this inquiry. Further evidence points to structural factors mediating employee behavior. Research limitations/implications -Structural factors were found to lend greater credibility in accounting for employee behaviors outlined in this study, more so than cultural ones. Future research surfacing complementary statistical insights will provide more concrete and representative evidence to this exploratory inquiry. Originality/value -An alternative view of Uncertainty Avoidance through a structural account is proposed, based on evidence from qualitative inquiries.

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Management practices of Chinese managers in Chinese MNCs operating in Bangkok

Cited by 19 publications

References 23 publications

Closing cultural distance: the cultural adaptability in Chinese-related firms in Thailand

Closing cultural distance: the cultural adaptability in Chinese-related firms in Thailand

South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

Beliefs on “avoidant cultures” in two French multinational corporations

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