Human Resource Management Restructuring as a Key Mechanism of the Localization Process: A Case Study at Thai Yamaha Motor

By Siriyupa Roongrerngsuke, Piyachart Phiromswad and Phongstorn Ermongkonchai.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

This paper uses Wong and Law’s (1999) three-stage model of localization to analyze the case of a transnational corporation (TNC)’s successful implementation of a localization strategy in its FDI in Thailand. FDI flows to the Asia-Pacific region are seen to be recovering (UNCTAD’s World Investment Prospects Survey 2009-2011) as TNC’s interest in localization as an important strategy for enhancing performance has increased. The findings from Thai Yamaha Motor (TYM) indicate that successful and sustainable localization requires TNCs to go beyond what was proposed by Wong and Law including human resource management restructuring, mutual collaboration between expatriates and local management, and the proactive approach of local management towards localization.

Keywords: Localization, Expatriation, Repatriation, HRM Restructuring, HRD, Cross-cultural Management, Thai Yamaha Motor

International Journal of Knowledge, Culture and Change Management, Volume 10, Issue 12, pp.63-76. Article: Print (Spiral Bound). Article: Electronic (PDF File; 658.253KB).

Siriyupa Roongrerngsuke

Faculty of Management, Sasin GIBA of Chulalongkorn University, Bangkok, Thailand

Piyachart Phiromswad

Faculty of Finance, Sasin GIBA of Chulalongkorn University, Bangkok, Thailand

Phongstorn Ermongkonchai

Chief of Finance, Corporate Planning and Administration, Thai Yamaha Motor Co., Ltd., Bangkok, Thailand


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