Browsing by Author "Phallapa Petison"

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    A comparison of three projective techniques: Lessons learned from a business research class
    (2015-01-01) Phallapa Petison; Mahidol University
    Although projective techniques are becoming more popular in the business field, the techniques are mainly adopted to explore consumer purchasing behavior and the consumer's perception towards brand. It is interesting to note that a limited number of studies in the management field have been conducted in order to compare different results from the application of different projective techniques. Therefore, this research has been conducted using three different projective techniques: word association, sentence completion, and cartoon test aimed at exploring how to apply each technique effectively when a respondent has no experience with this projective research method. Sixty-six respondents participated in this research. They were Thai students, registered for a business research class in a Master of Management degree course. Some of them had experience in conducting research at bachelor level but were inexperienced with projective techniques. Each respondent was required to apply three projective techniques to examine their perception of a Japanese product. After the students had completed the assignment, focus groups were conducted. In terms of applying the techniques effectively, the research results revealed that the respondents had different perceptions on different techniques. Comparing the three techniques, respondents expressed that the order least difficult to most difficult technique was; word association, sentence completion, and cartoon test. This is because the word association technique in this study is slightly adapted from a general format. The adaption is similar to the one used during a popular television program where people are asked to share three words, expressing an idea. By familiarity with the three word expressions, respondents could generate an idea of a Japanese product quickly and easily. The characteristic of sentence completion helped stimulate ideas for inexperienced respondents. On the application of a cartoon test with inexperienced respondents, a step by step clarification of how to fill up a balloon dialogue was considered as a crucial initial step in order to obtain the expected research results. Moreover, clear explanations help prevent misunderstandings and allow researchers to obtain more useable resulting material. Furthermore, introduction of the famous Japanese cartoon, "Doraemon", which was known to all respondents, produced a positive stimulus for expressing their perception of a Japanese product. Thus with inexperienced respondents, different techniques provide different results. Therefore, the decision to select an appropriate technique should be made according to the purpose of the research. Finally, adaption of the three techniques to render them more familiar to inexperienced respondents is suggested in order to obtain greater participation and therefore expose more insightful, truer and accurate feelings.
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    Developing local talent in international subsidiaries: The importance of trust and respect in Toyota
    (2007-04-08) Phallapa Petison; Lalit M. Johri; Mahidol University; Department of International Business; Asian Institute of Technology Thailand
    Purpose - To analyze the challenges and solutions in developing local employees for managing subsidiaries - the implementation of Thainization philosophy at Toyota Motor Thailand (TMT). Design/methodology/approach - In-depth interviews were conducted with Thai and Japanese employees, and Imai Hiroshi, one of the architects of Thainization philosophy. Findings - For successful implementataion of Thainization philosophy in TMT, the management had to demonstrate respect for local employees and build trust between Thai and Japanese employees. Once the employees related to each other on the basis of mutual respect and trust, it was relatively easy to collaborate and find solutions. Practical implications - CEOs of multi-national companies, particularly Asian subsidiaries, can learn how to cope with challenges in developing local employees, building their technical and managerial capabilities. Originality/value - Many international companies are struggling with the important issue of building capabilities of local employees for leveraging their global competitiveness. The successful implementation of Thainization philosophy of TMT offers a major breakthrough in this direction. © Emerald Group Publishing Limited.
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    Dynamic of manufacturer-supplier relationships in emerging market a case of Thailand
    (2008) Phallapa Petison; Johri, Lalit M.; Mahidol University. College of Management
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    Dynamics of the manufacturer-supplier relationships in emerging markets: A case of Thailand
    (2008-01-11) Phallapa Petison; Lalit M. Johri; Mahidol University; University of Oxford; Asian Institute of Technology Thailand
    The purpose of this paper is to analyze the nature and the evolution of manufacturer—supplier relationships in Thailand's automobile industry and to identify the factors that influence the evolution of these relationships. The study is based on case research method involving in-depth interviews with 120 local and expatriates of 7 companies and their 14 suppliers. In Thailand, the manufacturer—supplier relationship starts out as a market-exchange-type relationship, and then gradually moves to a partnering type. The stages in evolution involve constant efforts on the part of foreign manufacturers to develop the suppliers by offering resources, training, feedback and solutions. The supplier capability building programs, bridging of cultural differences and formation of trust provides the basis for enduring partnerships. These partnerships are symbiotic relationships in which manufacturers benefit from suppliers' knowledge of local production and market factors and suppliers benefit from manufacturer's technical and managerial support. Additionally, closer collaboration with suppliers helps to prevent the leakage of business intelligence and theft of intellectual property and to prevent suppliers from working with competitors, thus allowing manufacturers to devote undivided attention to smooth supply of parts without any shortage. In emerging markets, the local suppliers play key role in the success of foreign automobile companies. However, the local suppliers need technical and managerial support from manufacturers. The process of building a network of competent local suppliers consumes time and resources, therefore manufacturers should take a long-term view of the market. The undeniable importance of overcoming cultural differences and building trust is the hallmark of successful partnerships. The paper highlights the importance and process of developing local suppliers in emerging markets using Thai automobile industry as an example. © 2008, Emerald Group Publishing Limited
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    Localization drivers in an emerging market: case studies from Thailand
    (2008) Phallapa Petison; Johri, Lalit M.; Mahidol University. College of Management
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    Managing local employees: Expatriate roles in a subsidiary
    (2008-06-03) Phallapa Petison; Lalit Johri; Mahidol University; University of Oxford
    Purpose - In order to identify expatriate roles in a subsidiary it is necessary to go beyond those functions which are subservient to the headquarters. This paper sets out to prescribe a new spectrum of development roles with respect to varying capabilities and development needs of local employees. Design/methodology/approach - The roles of expatriates are analyzed based on seven case studies conducted with top automobile manufacturers in Thailand: Toyota Motor Thailand; Hino Motors (Thailand); Honda Automobile (Thailand); Isuzu Motors (Thailand); BMW (Thailand); DaimlerChrysler (Thailand); and Auto Alliance (Thailand). Findings - Four types of expatriate roles - commander, conductor, coach, and connector - are proposed; the roles correspond to the degree of task readiness and managerial capabilities of local employees. Practical implications - The paper provides a tool that will help expatriates understand their roles according to the technical skills and managerial capabilities of local employees. Originality/value - The paper offers practical advice for diagnosing expatriate roles and their training prior to assignment to a subsidiary.
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    Managing local employees: expatriate roles in a subsidiary
    (2008) Phallapa Petison; Johri, Lalit; Mahidol University. College of Management
    Purpose In order to identify expatriate roles in a subsidiary it is necessary to go beyond those functions which are subservient to the headquarters. This paper sets out to prescribe a new spectrum of development roles with respect to varying capabilities and development needs of local employees. Design/methodology/approach The roles of expatriates are analyzed based on seven case studies conducted with top automobile manufacturers in Thailand: Toyota Motor Thailand; Hino Motors (Thailand); Honda Automobile (Thailand); Isuzu Motors (Thailand); BMW (Thailand); DaimlerChrysler (Thailand); and Auto Alliance (Thailand). Findings Four types of expatriate roles commander, conductor, coach, and connector are proposed; the roles correspond to the degree of task readiness and managerial capabilities of local employees. Practical implications The paper provides a tool that will help expatriates understand their roles according to the technical skills and managerial capabilities of local employees. Originality/value The paper offers practical advice for diagnosing expatriate roles and their training prior to assignment to a subsidiary.
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    A retrospective and foresight: Bibliometric review of international research on strategic management for sustainability, 1991-2019
    (2020-01-01) Suparak Suriyankietkaew; Phallapa Petison; Mahidol University
    © 2019 by the authors. Over the past 30 years, scholars have been calling for modern management theory and research to consider how strategic management tools could be applied to enhance corporate sustainability. While strategic management for sustainability has emerged as a multidisciplinary field, the existing knowledge base has yet to be systematic reviewed. This paper responded to the literature gap by conducting a bibliometric review of strategic management for sustainability. The paper aimed to document the landscape and composition of this literature through the analysis of 988 relevant Scopus-indexed documents. Data analyses found that the strategic management for sustainability knowledge base remained an emergent field with increasing interests from diverse groups of international scholars in various fields, particularly in environmental science, engineering, and strategic business management. Over the past three decades, the literatures have been continuously grown from a few publications in the early 1990s to almost 1000 documents to date. The review found that the most influential journals and authors of this knowledge base were international in scope but predominately from Western developed countries. Five Schools of Thought from author co-citation analysis revealed the intellectual clustering composition of the knowledge base on strategic management for sustainability: corporate sustainability strategy, sustainable waste management, strategic sustainability systems, strategic sustainability management and entrepreneurship, and sustainability assessment strategy. Key topics addressed in this research include the distribution of documents across the most highly cited journals, reflecting the breadth, quality and influential scholars in the strategic management for sustainability knowledge domain, naming of the influential scholars in the field and identification of contemporary foci and research front in the existing literature through the keyword co-occurrence analysis and co-word map. The strategic management for sustainability field has evolved from the key topics related to the green movement at the policy-driven macro level (i.e., ecological or environmental protection/impact, water/waste management and natural resource conservation) to the practicality in organizations with the topics related to social strategic responsibility and business management issues (i.e., corporate strategy, project management, supply chain management, information management, adaptive management, corporate sustainability). In addition to a retrospective, insightful prospective interpretation, practical implication, limitations and future research direction are discussed.
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    Value-based localization strategies of automobile subsidiaries in Thailand
    (2008-04-11) Lalit M. Johri; Phallapa Petison; Asian Institute of Technology Thailand; Mahidol University
    Purpose – To analyse the scope of localization strategies and corresponding benefits of these strategies to subsidiaries of international companies in the automobile industry in Thailand. Design/methodology/approach – The authors have adopted the case research method to investigate localization strategies of subsidiaries of seven companies (Toyota, Hino, Honda, Isuzu, DaimlerChrysler, BMW, and Auto Alliance) as well as 14 of their dealers and suppliers in Thailand. The information was gathered by conducting in-depth multiple interviews with 120 local and expatriate employees at various levels in the organizations; by referring to annual reports, policy documents and internal reports of these companies; and by observation during plant visits. Findings – Contrary to the belief that international companies implement localization strategies to simply match the local market environment, it was found that these companies implement a wide range of localization strategies to achieve multiple benefits. The paper identifies nine areas of localization: localization of strategic decision making; building and exploiting the local knowledge pool; deployment of local human resources; localization of R&D; localization of products; use of local supplier networks; adaptations to manufacturing processes; local deployment of subsidiary profits; and localization of corporate image. These localization strategies are not just based on the principle of “cost-based localization” but are based on “value-based localization.” These strategies work in tandem and create value through a system of multiple benefits, such as managements' ability to comprehend and deal with uncertainty in the operating environment; make informed decisions to respond to challenges in developing efficient local assembly and marketing systems; cost reduction; higher degree of commitments by local employees; product customization and acceptance; and greater brand equity and image as a good corporate citizen. Practical implications – Based on concrete illustrations of seven companies, this study identifies nine distinct areas for planning and implementing localization strategies and their corresponding benefits. The managers of subsidiaries can benefit by focusing their localization efforts in these areas to gain maximum advantage from host country context and then translate these advantages into a competitive international strategy. Originality/value – CEOs of subsidiaries in emerging markets can learn how to build and harness local advantages for global competitiveness by implementing a wide range of localization strategies. © 2008, Emerald Group Publishing Limited
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    Value-based localization strategies of automobile subsidiaries in Thailand
    (2008) Phallapa Petison; Johri, Lalit M.; Mahidol University. College of Management
    Purpose To analyze the scope of localization strategies and corresponding benefits of these strategies to subsidiaries of international companies in the automobile industry in Thailand. Design/methodology/approach The authors have adopted the case research method to investigate localization strategies of subsidiaries of seven companies (Toyota, Hino, Honda, Isuzu, DaimlerChrysler, BMW, and Auto Alliance) as well as 14 of their dealers and suppliers in Thailand. The information was gathered by conducting in-depth multiple interviews with 120 local and expatriate employees at various levels in the organizations; by referring to annual reports, policy documents and internal reports of these companies; and by observation during plant visits. Findings Contrary to the belief that international companies implement localization strategies to simply match the local market environment, it was found that these companies implement a wide range of localization strategies to achieve multiple benefits. The paper identifies nine areas of localization: localization of strategic decision making; building and exploiting the local knowledge pool; deployment of local human resources; localization of R&D; localization of products; use of local supplier networks; adaptations to manufacturing processes; local deployment of subsidiary profits; and localization of corporate image. These localization strategies are not just based on the principle of 3cost-based localization4 but are based on 3value-based localization.4 These strategies work in tandem and create value through a system of multiple benefits, such as managements' ability to comprehend and deal with uncertainty in the operating environment; make informed decisions to respond to challenges in developing efficient local assembly and marketing systems; cost reduction; higher degree of commitments by local employees; product customization and acceptance; and greater brand equity and image as a good corporate citizen. Practical implications Based on concrete illustrations of seven companies, this study identifies nine distinct areas for planning and implementing localization strategies and their corresponding benefits. The managers of subsidiaries can benefit by focusing their localization efforts in these areas to gain maximum advantage from host country context and then translate these advantages into a competitive international strategy. Originality/value CEOs of subsidiaries in emerging markets can learn how to build and harness local advantages for global competitiveness by implementing a wide range of localization strategies.