The impact of characteristics of chinese family business on business performance in Thailand | |
| Author | Tossapon Luechapattanaporn |
| Call Number | AIT Diss. no.DBA-SOM-17-01 |
| Subject(s) | Family-owned business enterprises--Thailand Chinese--Thailand--Economic conditions |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration, School of Management |
| Publisher | Asian Institute of Technology |
| Series Statement | Dissertation ; no. DBA-SOM-17-01 |
| Abstract | The research examined the impact of characteristics of Chinese family businesses on their business performance in Thailand. There were two objectives; to identify unique strategic characteristics of Chinese family businesses in Thailand, and to exp lain how the unique strategic characteristics of Chinese family businesses contribute their business performance. In order to accomplish these objectives, a qualitative-led mixed methods study was conducted among Chinese family firms operating in Thailand. This research combined a business questionnaire (n = 380) and in-depth interviews (n = 5) with owners and top managers of Chinese family businesses in a range of different industries. The information from these sources was triangulated and then further synthesized with the findings of the literature review. The outcome indicated that there are three distinct sets of beliefs and practices that could be considered strategic characteristics of the Chinese family firm in Thailand. These include renqing (reciprocity), guanxi (network relationships), and Confucian values (benevolent leadership, prioritization of family, and exchange of favors to build trust). These practices were to some extent observed within the firms examined. Particularly strong practices included prioritization of the family and the use of network relationships. However, these practices were not accepted uncritically, and respondents were aware of the problems that could arise with their use. The result also revealed that the main benefits of the strategic practices identified above include: increasing capacity and access to resources; enabling firms to act for the mutual benefit of trade partners and themselves; meeting firm deadlines and production requirements; increasing trust and depth ofrelationships internally; and generating long-term prospects for the firm. There were some possible negative effects identified, such as the possibility for corruption or poor management stemming from nepotism. However, respondents did not feel these practices should be abandoned, but instead should be updated for the modern world . |
| Year | 2017 |
| Corresponding Series Added Entry | Asian Institute of Technology. Dissertation ; no. DBA-SOM-17-01 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Doctor of Philosophy in Business Administration (Publication code = DBA-SM, SM) |
| Chairperson(s) | Winai Wongsurawat (Co-Chairperson);Igel, Barbara (Co-Chairperson) |
| Examination Committee(s) | Vimolwan Yukongdi;Vilas Nitivattananon;Rangnekar, Santosh; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2017 |