Sasin Journal of Management: Volume 5, Number 1, 1999

 

Sasin Journal of Management: Volume 5, Number 1, 1999

na_sjmF. Gerard Adams & Heidi Vernon
Coping with the East Asian Crisis : How Are Thai Business People Managing?

In 1999, two years into the East Asian crisis, Thai managers were far clearer about the impact of the crisis on their businesses and about their strategies for dealing with it than they had been a year earlier. The macroeconomic setting for business in Thailand had turned the corner and was beginning to show considerable improvement. There were indications that business and consumer confidence improved. Still, little is known about how individual businesses fared, what they had done to adjust, and what strategies they adopted for developing their businesses in this new, seemingly more complex, age.

na_sjmChee-Leong Chong & Kwan-Kee Ng:
Time and Timing in Service Quality : A Study of and Educational Institution

This paper examines the service quality of an educational institution. First, SERVQUAL was used to measure service quality at two different times. Findings gave insights into the customers’ expectations and perceptions of service quality, and the relative importance of the various SERVQUAL dimensions. Over time, the drop in the perceived service quality together with the high expectation resulted in a widening service gap. While this highlighted the importance of managing customers’ expectations in addition to the usual focus on improving service delivery, it slao showed the need to track service quality over time.

na_sjmCraig C. Julian & B. Ramaseshan:
The Factors Influencing the Marketing Performance of International Joint Ventures (IJVs) in Thailand

This study identifies the factors influencing the marketing performance of International Joint Ventures (IJVs) in Thailand. The factors having the foremost influence on IJV marketing performance were – market characteristics, conflict, commitment, product characteristics, firm-specific characteristics, marketing orientation, and organization control.

na_sjmDanny Lo / Chris Martin / Paula Tidwell:
Privatisation and Culture Change – An Intergrated Framework

This paper aims to review the main schools of thought from the existing literature on privatisation and culture change, with a special emphasis on the situation in China. The objective is to establish the basis of an intergrated framework for studying the potential culture change process in Chinese enterprises which have been partially privatised in recent years. The literature review will provide the foundation on which my analytical model and research questions for the empirical study will be based.

na_sjmHemant Merchant:
International Joint Ventures in the Non-Manufacturing Sector : How Much Economic Value Do they Really Create?

Empirical studies on the international joint venture (IJV) performance of firms in the non-manufacturing Sector are uncommon, at best. The limitations of the few studies that do exist on the topic indicate a need to investigate the IJV performance of non-manufacturing firms from an alternative viewpoint-that of capital markets. Hence, this study investigates the extent to which IJVs create economic value for participating non-manufacturing firms. The research protocol in this paper employs the event-study methodology to examine the effect of approximately 250 IJV formation announcements on the capital market value of participating firms. Contrary to the popular view, results indicate the (on average) participation in IJVs does not create economic value, at least for the sample of non-manufacturing firms included in this study. Al best, about 50% of partners obtain positive returns, albeirmerely 6% of the sample obtains significantly positive returns. Thus, at least for non-manufacturing firms, this study strongly challenges the popular view that IJVs are value creating mechanisms. In an attempt to better understand the phenomenon, the sutdy highlights certain contingencies under which participation in IJVs leads to value creation.

na_sjmSamart Powpaka:
Positioning in Practice

For large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or gusiness-level) strategy, and marketing strategy. A corporate strategy provides direction on the company’s mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic gusiness unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company’s objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy.

na_sjmMark Speece & Varaluck Chlitapanukul:
Prospects for EDI in the Thai Retail Sector

Electronic data interchange (EDI) is a very promising application of information technology, which can enhance competitiveness in the retail sector. This paper explores views toward EDI in Thailand’s retail sector, through in-depth interviews with retailers, suppliers, IT service providers, and industry associations. Large retail chains and suppliers strongly favor EDI. Many already have internal EDI networks, and they are about to implement EDI networks between major trading partners. These big players want EDI to rapidly spread throughout the industry. Small and mid-sized companies, however, are not as ready to adopt EDI. They cite lack of technology and investment capital, poor human resources, concerns about standardization and security, and many other obstacles. Nevertheless, Thailand will probable move into full EDI between major trading partners in the near future, and this will speed adoption of EDUI more broadly in the retail sector.

na_sjmLiang Thow-Yick:
Organizing around Intelligence : the Strategy for the Next Millennium

The intelligent organization theory perceives business organizations as complex adaptive intelligent systems. Such systems have “spaces of order” surrounded by “spaces of complexity”. A structure of this nature, embedded with intelligence, blends better with the requirements of the information era. At the moment, the structure of many business organizational systems is distorted by the linear mechanistic characteristics of the industrial era. In an information-based setup, organizations must be transformed. Intelligence that is inherent in natural intelligent systems must be superimposed upon the set of economic processes. Creativity and innovation that concentrates in the spaces of complexity must be exploited. In this respect, intelligent organizations are operating as intelligent “corporate beings”. Such beings are able to learn, adapt, and compete. They compete and survive through evolution and emergence. An intelligent structure of this nature can best be constructed by organizing around intelligence.

na_sjmDr. Supachsi Panitchpakdi:
SJM Interview

On October 6, 1999, Dr. Supachai Panitchpakdi, Thailand’s Deputy Prime Minister and Minister of Commerce, granted and interview to the SJM in which he expressed his views on a number of topics, including Thailand’s economic development, Government Public Relations, the World Trade Organization, and Small and Medium Enterprises (SMEs). The following is an edited version of his responses to the SJM interviewers’ questions.