The internationalization process and inter-organizational networks of Thai enterprises in emerging markets : a study of Brazil, Russia, India, China, and South Africa (Brics)
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2016
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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Warisara Kasemsri (2016). The internationalization process and inter-organizational networks of Thai enterprises in emerging markets : a study of Brazil, Russia, India, China, and South Africa (Brics). Retrieved from: https://repository.nida.ac.th/handle/662723737/5412.
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The internationalization process and inter-organizational networks of Thai enterprises in emerging markets : a study of Brazil, Russia, India, China, and South Africa (Brics)
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Abstract
In modern organization theory, the phenomenon of internationalizing business
to emerging markets has resulted from a combination of internationalization and interorganizational networks of public and private organizations. An enterprise cannot
stand alone under an open system and a high dynamic circumstance. With radical
changes in the political, legal, and socio-cultural contexts in emerging markets, interorganizational networks have been created to link associated groups or groups of
organizations that voluntarily exchange news and information, resources, or are
engaged in activities together in order to respond to different demands to achieve
organizational objectives and to survive.
The objectives of this study were as follows: 1) to find out the internationalization process and entry mode strategies utilized by Thai enterprises for their operation in BRICS; 2) to explore the contexts and inter-organizational networks that are key success factors in the internationalization process of Thai enterprises in BRICS; and 3) to make recommendations for Thai enterprises wanting to internationalize their businesses to BRICS and for the Thai government sector to design networks of management to promote investment and provide support for Thai enterprises to internationalize there.
This qualitative study employed the methods of documentary analysis and indepth interviews. The scope of study covered Thai (Public) Companies Limited (Thai PCL) listed on the SET 100 Index, which ranks the largest 100 companies classified by size. These enterprises are operating their businesses in emerging markets, especially BRICS. The key informants were selected from top executives of eight Thai enterprises that have internationalized their businesses in BRICS. These top executives were business practitioners with a comprehensive knowledge of their business. In order to obtain valid data for this research, the researcher used the triangulation method. The data from related documents were cross checked with the data from the in-depth interviews with these executives and government officials in operational positions in the government agencies.
It was found that the BRICS contexts affecting Thai enterprises were the political context, the legal context, and the socio-cultural context. The motives for internationalization of businesses in BRICS were to find new markets, to have higher efficiency, and to secure resources. This study revealed that the inter-organizational networks consisted of seven major organizations: 1) Thai enterprises in BRICS; 2) commercial organizations in BRICS; 3) associated groups in BRICS; 4) Thai government agencies in BRICS; 5) BRICS government agencies in BRICS; 6) Thai government agencies in Thailand; and 7) BRICS government agencies in Thailand.
The key success factors of Thai enterprises internationalizing their businesses in BRICS were the following: 1) the inter-organizational network of 7 main organizations; 2) adaptability to political and legal changes in BRICS; 3) informal relationships; 4) the potential of local staff; 5) suitability of the entry mode strategy; and 6) lessons learned from failures.
The objectives of this study were as follows: 1) to find out the internationalization process and entry mode strategies utilized by Thai enterprises for their operation in BRICS; 2) to explore the contexts and inter-organizational networks that are key success factors in the internationalization process of Thai enterprises in BRICS; and 3) to make recommendations for Thai enterprises wanting to internationalize their businesses to BRICS and for the Thai government sector to design networks of management to promote investment and provide support for Thai enterprises to internationalize there.
This qualitative study employed the methods of documentary analysis and indepth interviews. The scope of study covered Thai (Public) Companies Limited (Thai PCL) listed on the SET 100 Index, which ranks the largest 100 companies classified by size. These enterprises are operating their businesses in emerging markets, especially BRICS. The key informants were selected from top executives of eight Thai enterprises that have internationalized their businesses in BRICS. These top executives were business practitioners with a comprehensive knowledge of their business. In order to obtain valid data for this research, the researcher used the triangulation method. The data from related documents were cross checked with the data from the in-depth interviews with these executives and government officials in operational positions in the government agencies.
It was found that the BRICS contexts affecting Thai enterprises were the political context, the legal context, and the socio-cultural context. The motives for internationalization of businesses in BRICS were to find new markets, to have higher efficiency, and to secure resources. This study revealed that the inter-organizational networks consisted of seven major organizations: 1) Thai enterprises in BRICS; 2) commercial organizations in BRICS; 3) associated groups in BRICS; 4) Thai government agencies in BRICS; 5) BRICS government agencies in BRICS; 6) Thai government agencies in Thailand; and 7) BRICS government agencies in Thailand.
The key success factors of Thai enterprises internationalizing their businesses in BRICS were the following: 1) the inter-organizational network of 7 main organizations; 2) adaptability to political and legal changes in BRICS; 3) informal relationships; 4) the potential of local staff; 5) suitability of the entry mode strategy; and 6) lessons learned from failures.
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Thesis (D.P.A.)--National Institute of Development Administration, 2016