A study of strategy execution: case studies of facility management companies in Thailand | |
| Author | Rapeerat Thanyawatpornkul |
| Call Number | AIT Diss. no. DBA-SOM-16-03 |
| Subject(s) | Employees Industrial relations Personnel management |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration, School of Management (Title page = 2015) |
| Publisher | Asian Institute of Technology |
| Abstract | Globally corporate sectors are heavily investing in building their various resources such as people, processes, and budgeting system to establish the veracious strategies and gain the maximum competitive edge. However, those efforts cannot guarantee the success of these strategies. Several researchers emphasize that poor strategy execution is the major cause of business failure today. Previous studies show that less than 10% of business strategies are effectively executed. This means that the problem is not the strategy or its plan, but rather, the execution of the plan and the company’s ability to deliver its promise. The Asian market is a fast growing market. Western companies are increasingly investing more and more in this new environment, creating more and more business opportunities and competition. Thailand has had its fair share of foreign investment and a rising number of Small and Medium Enterprises. For a company to succeed in this market, implementing strategies in the Western way may prove to be insufficient for the company’s success. There are still factors influencing business success in the Asian market that are yet to be studied. Therefore, this research focused on the strategy execution in local Thai firms and foreign firms investing in Thailand. Furthermore, there is limited empirical research that investigated on strategy and its execution in Facility Management business, especially in Thailand. Therefore, this research aims to explore how facility management companies, both foreign and local firms implement their business or operation strategies in Thailand. The objective of this study is to investigate factors that influence strategy execution and to examine key success factors of strategy execution in Thai and foreign facility management companies investing in Thailand. For this study, facility management industry is defined to include facility management companies, outsourced subcontractors, and suppliers. The study applied a case study approach because of the information accessibility, their leading position and reputation in FM industry in Thailand. Five selected FM companies shown below include both foreign and Thai firms. 1. Johnson Controls World Services (Thailand) Company Limited (JCWS) 2. Plus Property Company Limited (Plus) 3. CB Richard Ellis (Thailand) Company Limited (CBRE) 4. Premas (Thailand) Company Limited (Premas) 5. Jones Lang LaSalle (Thailand) Company Limited (JLL) This study used multiple methods of data triangulation such as in-depth interviews, observations and available documents collected from and analyzed based on companies’ internal documents and other published sources. The interviews were conducted with the CEOs, directors, managers, officers, engineers, technicians, and administrators. To ensure the effectiveness of the interview guide, a pilot study was carried out in an engineering firm. Ten interviewees, among middle management, supervisor, and front-line employees were selected for the pilot test. As a result of the pilot study, the interview guide was revised, and more questions were added to capture more in-depth information and to improve the ability for cross-case comparison. The study used the open-ended, in-depth interview as the primary source of data gathering. In this study, a total of 81 interviews were completed. Also, direct observation was carried out during the field visits. iv The observations were ranged from formal to casual data collection activities. Data analysis comprises of the transcribed texts from an interview, written reports, and the actual observations. In this current study, the researcher identified the factors and observed the commonality of the collected data. The interpretation of the data was carried out accordingly. This was aimed to legitimize the quality of the research carefully. The findings were categorized into six main areas and were in line with the previous studies described and discussed in the literature review. The findings indicate that leadership, organization culture, organization structure, communication, employee training and development, and performance management (reward and recognition) are key factors in executing the company strategy in the FM business. Furthermore, these factors further enhance strategy execution of its organization in the FM business. The research results should benefit both Thai and foreign firms operating in Thailand by providing an execution framework as well as an understanding of factors influencing strategy execution and creating competitive advantage within the Thailand context. Also, based on the interviews, the study finds that the strategy execution relies on the degree of commitment and the control of the company towards their services and support provided to their clients. This study suggests that effective strategy execution is built on long-term relationship among the employees. It should recognize the contribution of the employees to the company. The management should execute the strategy as well as raise the employee knowledge in understanding the execution of company strategies. This paper provides an enhanced understanding of employee’s perspective towards strategy execution in the FM business and a basis for further research on human resources management practices in the context of the FM business. |
| Year | 2016 |
| Type | Dissertation |
| School | School of Management (SOM) |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Doctor of Philosophy in Business Administration (Publication code = DBA-SM, SM) |
| Chairperson(s) | Sununta Siengthai; |
| Examination Committee(s) | Johri, Lalit M.;Igel, Barbara;Chotchari Charoenngam;Xianhai, Meng; |