{"title":"Perceived Boundarylessness in Relation to Success Factors: A Descriptive Study of Nine Bangalore Organizations in the IT Sector","authors":"M. Mathew, R. Pushpa","doi":"10.21002/SEAM.V2I2.5623","DOIUrl":"https://doi.org/10.21002/SEAM.V2I2.5623","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"2 1","pages":"87-102"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V2I2.5623","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Typology of Conflict Management Style","authors":"Julian Ming-Sung Cheng, B. Sutikno","doi":"10.21002/seam.v3i1.5612","DOIUrl":"https://doi.org/10.21002/seam.v3i1.5612","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"1-8"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/seam.v3i1.5612","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243563","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Industrial Diversification and Shareholders' Value in China: the Case of Shanghai Listed Manucfaturing Firms","authors":"Henk von Eije, J. Jin","doi":"10.21002/SEAM.V3I1.5613","DOIUrl":"https://doi.org/10.21002/SEAM.V3I1.5613","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"9-28"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243611","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Adoption of E-Business Technologies and Suppliers Performance in Thai Automotive Supply Chains","authors":"P. Farooquie, J. A. Farooquie","doi":"10.21002/seam.v3i2.5618","DOIUrl":"https://doi.org/10.21002/seam.v3i2.5618","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"73-82"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
India, after independence, adopted mixed economy, aiming socialistic patter, through heavy investment in the public sector enterprises (PSE). Increasingly, PSE's activities were extended to non-infrastructural, non-core, and non-strategic activities. This expansion necessitated a rapid expansion of public sector agencies, which later became a matter of concern. Therefore, government of India (GOI) started reform programs to reduce the size and expenditure of the PSEs through restructuring. In the 1980s, PSEs performance was less than satisfactory and its growth had become an end in itself, absorbing half of the total industrial investment regardless of the low return obtained. The GOI in 1991 initiated a radical economic reform to increase the private sectors participation. In 1992, GOI established a committee on Disinvestments of Shares in PSEs, which was further incorporated in 1994 Disinvestment Schedule. These reforms have affected many sectors and caused resistance from different stakeholders. The success rate of disinvestment in India is about 50 percent only (Annexure A). Therefore, the management of various stakeholders including, international agencies, corporate houses, political parties, trade unions/employees, local community, media etc. become crucial for the success or failure of the disinvestment policies. This paper investigates NALCO disinvestment (2002-03 & 2005-06) through case method, based on empirical data. The purpose of the paper is to understand what can be the set of linkages among actors, ideas, actions, and desirable outcomes, agreed upon by stakeholders to determine the effectiveness of the reform process.
{"title":"Disinvestment in India - a Stakeholders' Management Perspective","authors":"V. Kulkarni, Amit Kumar Srivastava","doi":"10.21002/SEAM.V3I1.5616","DOIUrl":"https://doi.org/10.21002/SEAM.V3I1.5616","url":null,"abstract":"India, after independence, adopted mixed economy, aiming socialistic patter, through heavy investment in the public sector enterprises (PSE). Increasingly, PSE's activities were extended to non-infrastructural, non-core, and non-strategic activities. This expansion necessitated a rapid expansion of public sector agencies, which later became a matter of concern. Therefore, government of India (GOI) started reform programs to reduce the size and expenditure of the PSEs through restructuring. In the 1980s, PSEs performance was less than satisfactory and its growth had become an end in itself, absorbing half of the total industrial investment regardless of the low return obtained. \u0000The GOI in 1991 initiated a radical economic reform to increase the private sectors participation. In 1992, GOI established a committee on Disinvestments of Shares in PSEs, which was further incorporated in 1994 Disinvestment Schedule. These reforms have affected many sectors and caused resistance from different stakeholders. The success rate of disinvestment in India is about 50 percent only (Annexure A). Therefore, the management of various stakeholders including, international agencies, corporate houses, political parties, trade unions/employees, local community, media etc. become crucial for the success or failure of the disinvestment policies. \u0000This paper investigates NALCO disinvestment (2002-03 & 2005-06) through case method, based on empirical data. The purpose of the paper is to understand what can be the set of linkages among actors, ideas, actions, and desirable outcomes, agreed upon by stakeholders to determine the effectiveness of the reform process.","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"41-52"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243695","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Experiential Insights from Managing Joint Ventures in Indonesia : Reflection on Past Lessons and Future Challenges","authors":"T. Pawitra","doi":"10.21002/seam.v3i1.5617","DOIUrl":"https://doi.org/10.21002/seam.v3i1.5617","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"53-72"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243723","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In global apparel markets, international buyers place an order with competitive pricing along with shortest possible lead time. For Bangladesh, lead time is fast emerging as a serious bottleneck. Backward linkages are playing major part of a garment industry to reduce lead time and offer competitive price in the international market. It is inevitable that one of the major issues of success in readymade garment (RMG) industry in Bangladesh must depend on backward linkage conditions, support, and strategy formulation. This paper briefly discusses the present condition of backward integration, needs for further development within respect to Post Multi-fiber Arrangement (MFA) situation in the RMG industry in Bangladesh. This paper will focus on policy implication on backward Linkage sub-sectors in respect of free trade apparel market.
{"title":"Backward Linkages in the Ready Made Garment Industry of Bangladesh: Appraisal and Policy Implications","authors":"Mohammed Habib","doi":"10.21002/SEAM.V3I2.5622","DOIUrl":"https://doi.org/10.21002/SEAM.V3I2.5622","url":null,"abstract":"In global apparel markets, international buyers place an order with competitive pricing along with shortest possible lead time. For Bangladesh, lead time is fast emerging as a serious bottleneck. Backward linkages are playing major part of a garment industry to reduce lead time and offer competitive price in the international market. It is inevitable that one of the major issues of success in readymade garment (RMG) industry in Bangladesh must depend on backward linkage conditions, support, and strategy formulation. This paper briefly discusses the present condition of backward integration, needs for further development within respect to Post Multi-fiber Arrangement (MFA) situation in the RMG industry in Bangladesh. This paper will focus on policy implication on backward Linkage sub-sectors in respect of free trade apparel market.","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"129-146"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V3I2.5622","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An In-Depth Study of Assesing the Factors Affecting Higher Education in South-East Asia: a Case Study of Two Universities","authors":"E. Wong, Teoh Ngee Heng","doi":"10.21002/SEAM.V3I2.5621","DOIUrl":"https://doi.org/10.21002/SEAM.V3I2.5621","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"3 1","pages":"113-128"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243729","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IntroductionThe idea of work satisfaction traditionally has been of great interest to researchers concerned with the problem of work in an industrial society. Many have been interested in job satisfaction which incorporates differences in work ethics and job characteristics in corporate work environment. Involvement of workforce in corporate business sector of Bangladesh is growing since early 1990s (Islam et al., 2000). Open market policies of the government and the huge market volume have eased to attract international giants in telecommunication industry to invest in Bangladesh. Particularly the recent growth of the mobile phone sector is astounding. In fact, telephone was first developed in the mid-1870s (Farley, 2007) and since then, the pace of its improvement is unprecedented. Based on this historical origin, the idea of cell phone appears to be incepted in 1950s and from then on it continues making the revolution in telecommunication industry. Since the last half the 1990s Bangladesh, one of the most densely populated countries of the world, has become and still continuing as a fertile land of momentous growth of mobile telecommunication organizations. A country with a population of 150 million inhabitants, and continued economic growth, appears to be a highly lucrative market, both for the mobile phone operators and network system manufacturers.A recent market survey conducted by a Swedish research institute reveals Bangladesh to be the biggest potential telecom market in Asia after China and India (see Hasan, 2008). In 2004 and 2005 the cellular phone business grew in Bangladesh at the rate of 100 percent and 137 percent respectively (Ahmed, 2006). Be that as it may, corporate cultural environment as well as keen labor market competitiveness has been forging its seminal shape in Bangladesh that creates huge work scope for educated young people having degree in business administration together with Information Technology (IT) literacy. This competition has paved the smooth niche for the employees to switch the job in order for hunting better opportunities in other similar companies. Employment retention and employee work satisfaction appraisals are, thus, at the hub of the corporate policy concerns in Bangladesh today.Work satisfaction refers to an individual's general attitudes towards her/his employment (Huang, 1999; Ostroff, 1992). Lock (1976) is also succinct in this regard as employees' work satisfaction consists of a pleasurable or positive psychological state resulting from the appraisal of one's work and work experience. However, when people speak of employee attitudes, they often mean employee's work satisfaction (Robbins, 1993). This attitude is, in fact, formed over a period of time as employees acquire in-depth information about the workplace.Employee work satisfaction appraisal is not that much rigorously done in the case of corporate sector in Bangladesh. Yet few attempts are worth noting. Islam and Saha (2001) evaluate job
{"title":"Corporate Work Satisfaction: an Empirical Investigation on the Employees of Mobile Phone Companies in Bangladesh","authors":"Mohhamad A. Ashraf, M. H. Joarder","doi":"10.21002/SEAM.V4I1.5627","DOIUrl":"https://doi.org/10.21002/SEAM.V4I1.5627","url":null,"abstract":"IntroductionThe idea of work satisfaction traditionally has been of great interest to researchers concerned with the problem of work in an industrial society. Many have been interested in job satisfaction which incorporates differences in work ethics and job characteristics in corporate work environment. Involvement of workforce in corporate business sector of Bangladesh is growing since early 1990s (Islam et al., 2000). Open market policies of the government and the huge market volume have eased to attract international giants in telecommunication industry to invest in Bangladesh. Particularly the recent growth of the mobile phone sector is astounding. In fact, telephone was first developed in the mid-1870s (Farley, 2007) and since then, the pace of its improvement is unprecedented. Based on this historical origin, the idea of cell phone appears to be incepted in 1950s and from then on it continues making the revolution in telecommunication industry. Since the last half the 1990s Bangladesh, one of the most densely populated countries of the world, has become and still continuing as a fertile land of momentous growth of mobile telecommunication organizations. A country with a population of 150 million inhabitants, and continued economic growth, appears to be a highly lucrative market, both for the mobile phone operators and network system manufacturers.A recent market survey conducted by a Swedish research institute reveals Bangladesh to be the biggest potential telecom market in Asia after China and India (see Hasan, 2008). In 2004 and 2005 the cellular phone business grew in Bangladesh at the rate of 100 percent and 137 percent respectively (Ahmed, 2006). Be that as it may, corporate cultural environment as well as keen labor market competitiveness has been forging its seminal shape in Bangladesh that creates huge work scope for educated young people having degree in business administration together with Information Technology (IT) literacy. This competition has paved the smooth niche for the employees to switch the job in order for hunting better opportunities in other similar companies. Employment retention and employee work satisfaction appraisals are, thus, at the hub of the corporate policy concerns in Bangladesh today.Work satisfaction refers to an individual's general attitudes towards her/his employment (Huang, 1999; Ostroff, 1992). Lock (1976) is also succinct in this regard as employees' work satisfaction consists of a pleasurable or positive psychological state resulting from the appraisal of one's work and work experience. However, when people speak of employee attitudes, they often mean employee's work satisfaction (Robbins, 1993). This attitude is, in fact, formed over a period of time as employees acquire in-depth information about the workplace.Employee work satisfaction appraisal is not that much rigorously done in the case of corporate sector in Bangladesh. Yet few attempts are worth noting. Islam and Saha (2001) evaluate job","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"49 1","pages":"1-16"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I1.5627","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IntroductionMarketing covers all aspect of activities which can help a company to create customer value. The competency in planning and implementing a marketing program that aims to create customer value is one of the keys to success in not only domestic but also in international markets. Marketing has its roots in the advanced industrialized nations. This explains the dominance of firms from these nations in markets across the globe. The catch-up game by firms from newly industrializing nations has posed new challenges in marketing at the international level. Thailand is one of the newly industrializing nations that are aggressively promoting its products in international markets.The economic growth is dependent on the ability of firms at the micro level to compete with firms from other newly industrializing nations for a slice of the global trade. This study is undertaken to assess the marketing capability of agrobased Thai exporters and its relationship with export performance. It will also attempt to determine if such relationship is moderated by export dependence.Literature ReviewThe ability to exploit international opportunities is dependent on the firm's possession of valuable resources (Barney, 1991; Madhok, 1996). Resources include the assets, skill, capabilities, organizational processes, attributes, information or knowledge that is under an enterprise's control and that can be used to develop competitive strategies. The resource based theory of strategy asserts that there is a link between the resources and capabilities available to an organization and their impact on strategic options (Bretherton & Chaston, 2005). According to Grant (1991), resource-based view suggests that the ability to make a rate of profit above the cost of capital depends not only on the industry attractiveness but also on the firm's sustainable competitive advantage. Internally generated firm capabilities, such as technological and management capabilities are widely established in the current literature as critical firm-specific advantages for firm to go international (Lall & Siddharthan, 1982; Cleeg, 1987). One of the capabilities that have been identified to support a sustainable competitive advantage is the firm's marketing capability. Internationally competitive firms are those that recognize the critical role of marketing vis-a-vis other functions within the organization, define their target market and effectively blend the marketingmix with the help of support activities to favorably distinguish their products from their competitors (Piercy, 1982; Doyle, Suanders & Wong, 1992).Substantial empirical research has been undertaken to identify the contribution of marketing to export success. The integrative review of export literature concluded that a well-designed export marketing strategy can indeed determine export success. Market segmentation, product quality, pricing strategy, dealer support, and advertising were found to be significantly associated with e
{"title":"Marketing Capability and Export Performance: the Moderating Effect of Export Dependence","authors":"P. Tooksoon, O. Mohamad","doi":"10.21002/SEAM.V4I1.5630","DOIUrl":"https://doi.org/10.21002/SEAM.V4I1.5630","url":null,"abstract":"IntroductionMarketing covers all aspect of activities which can help a company to create customer value. The competency in planning and implementing a marketing program that aims to create customer value is one of the keys to success in not only domestic but also in international markets. Marketing has its roots in the advanced industrialized nations. This explains the dominance of firms from these nations in markets across the globe. The catch-up game by firms from newly industrializing nations has posed new challenges in marketing at the international level. Thailand is one of the newly industrializing nations that are aggressively promoting its products in international markets.The economic growth is dependent on the ability of firms at the micro level to compete with firms from other newly industrializing nations for a slice of the global trade. This study is undertaken to assess the marketing capability of agrobased Thai exporters and its relationship with export performance. It will also attempt to determine if such relationship is moderated by export dependence.Literature ReviewThe ability to exploit international opportunities is dependent on the firm's possession of valuable resources (Barney, 1991; Madhok, 1996). Resources include the assets, skill, capabilities, organizational processes, attributes, information or knowledge that is under an enterprise's control and that can be used to develop competitive strategies. The resource based theory of strategy asserts that there is a link between the resources and capabilities available to an organization and their impact on strategic options (Bretherton & Chaston, 2005). According to Grant (1991), resource-based view suggests that the ability to make a rate of profit above the cost of capital depends not only on the industry attractiveness but also on the firm's sustainable competitive advantage. Internally generated firm capabilities, such as technological and management capabilities are widely established in the current literature as critical firm-specific advantages for firm to go international (Lall & Siddharthan, 1982; Cleeg, 1987). One of the capabilities that have been identified to support a sustainable competitive advantage is the firm's marketing capability. Internationally competitive firms are those that recognize the critical role of marketing vis-a-vis other functions within the organization, define their target market and effectively blend the marketingmix with the help of support activities to favorably distinguish their products from their competitors (Piercy, 1982; Doyle, Suanders & Wong, 1992).Substantial empirical research has been undertaken to identify the contribution of marketing to export success. The integrative review of export literature concluded that a well-designed export marketing strategy can indeed determine export success. Market segmentation, product quality, pricing strategy, dealer support, and advertising were found to be significantly associated with e","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":"4 1","pages":"39-52"},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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